Whilst the concept offers variants in its general aspect (mixed distribution/culture/leisure centres, distribution centres open to several sectors of activity, centres specifically reserved for personal equipment, etc.), there is a common denominator among these different formulas: the brands. But for a centre to function it is not a question of attracting just any brand type. There is, in fact, a real brand typology that must be taken into account in reasoning when planning a centre (from the international brand to the young brand of the moment). The brands fulfil different “functions”: some strengthen a centre’s renown, others tend more to generate visits or make the centre part of a hot trend.

If you want contact us:[->accueil@magdus.com]

The operators: specialists or generalists (1st July 2008)

|{{Operators}}|{{Number of centres}}|{{Selling area in sqm}}|
|McArthurGlen|17|367.100|
|Realm|12|167.550|
|Neinver|10|139.000|
|Value Retail|9|125.600|
|Freeport|3|113.200|
|Concepts & distribution|8|103.300|

On the 1st July 2008, these 6 operators shared :
-* 37% of the existing centres in Europe
-* 47,5% of the european sales area

{Factory stores capture 2.3 % of the French clothing and shoe market and represent a little more than 1% of the turnover achieved by the retail sector. This distribution channel therefore remains marginal, even if we can consider that it has found its customer base.}

{{Distribution among men, women and socioprofessional categories}}
_ Originally confined to seconds and ends of series, the array of products offered in factory stores has widened and the ranges have greatly increased, attracting a much wider palette of consumers. People with average purchasing power have been joined by those with high purchasing power who, up until recently, were, first and foremost, customers of town centre stores. In Troyes, the average purchase basket is 208 €.

{{The fashion effect}}
_ The desire to consume in these centres is maintained by fashion and the feeling that the concept is rare. Fashion awareness is more noticeable on the women’s market than on the men’s market. Today a woman of 60 years wishes to dress fashionably, In just two years some products can be considered to be out of fashion and, whatever the reduction, will not find a purchaser.

{{Greater volume}}
_ Consumers tend to purchase less expensive clothing. The opening of a new retail outlet generates a necessary reduction in sales by other retail outlets. Consumers demand clear rules guaranteeing in the brand centres the presence of products with real information.

{{Shops and leisure activities}}
_ For many, the future of factory stores is based on an alliance between stores and leisure activities. Consumers increasingly wish to enjoy themselves when they make their purchases one to three times a year. This is why brand centres are appearing near large leisure centres or offer, themselves, fun, sports or cultural activities.

{{The brand and the price}}
_ Consumers are seeking an attractive brand at a competitive price. Operators must offer a balanced selection of brands of world renown, brands linked to a fashion phenomenon and more or less prestigious brands that generate visits…

{{Risks and opportunities}}
_ The questions prompted by the installation of a factory store are linked to a number of issues: territorial planning, urbanism, consumers’ rights and the right to competition. Factory stores today pose the same problems as hypermarkets in the past: major growth over twenty years, negative impact on traditional retailers and town centres. The majority of the projects launched in France are also perceived as challenges in the area of local development and territorial stability: a factor in territorial planning, attractiveness, economic development, job creation and trade tax, or a danger for local traditional retailers.

{{Rare or commonplace}}
_ Should we tighten regulations on the installation and extension of brand centres to prevent them becoming commonplace, thus weakening the concept? The existence of too many factory stores could indeed generate their decline and that of brands. By having recourse to them to sell off excess stock, isn’t there the risk that industrialists will destabilise other forms of distribution?

{{Specificity or generalisation}}
_ Can articles other than clothing and household equipment be concerned by this type of distribution?
_ Must projects for such installations be limited to regions that can justify a strong industrial tradition (Roubaix, Troyes, Romans, Cholet, etc.), as certain local elected representatives demand? With, as a result, a ban on any installation in areas that do not have the right due to economic, geographic and historical reasons, although they have a high tourist potential, for instance southern and south-western France?

{{Town centre or outskirts}}
_ At present town centres are no longer as attractive as in the past. In France clothing consumption is marking a downward trend, which means that new factory stores could lead to a transfer of customers from the town centres to these new structures. The challenge consists in strengthening town centres’ power to attract in order to direct the flow of commercial tourists in their direction.
_ In Troyes, we were able to see the negative and positive effects.
_ In personal equipment, the impact on traditional retailers (in particular on retailers in Troyes town centre) has been spectacular. A real shock wave followed the creation of brand centres on the outskirts. This was expressed in a devitalisation of independent retailers, weakened at the same time (as in all French town centres) by the sudden upsurge in organised retailing (franchise outlets, branches, etc.).
The stores that closed down have been replaced by others and the greater number of service providers in the town centre’s did not prevent banners such as H&M from setting up there. Without factory stores, the town of Troyes would not have welcomed close to 2 million visitors in 15 years in its town centre. This commercial tourism has been joined by cultural tourism due to the town’s historical attractions.

{{History or geography}}
_ The reasons for the geographic localisation of a new centre go far beyond the existence of industrial roots and a textile past: motorway links, density of tourist flows (Marne-la-Vallée), population (Paris region), local purchasing power and the proximity of a foreign market are criteria to be taken into account. It goes without saying that territories are competing today as future locations for brand centres.

{{Stocks or relocations}}
_ The selling of excess stocks tops the list of distributors’ and brand managers’ concerns. These excess stocks represent 2 or 3% of the total volume of the market and between 0.7 and 10% of the volume of the products diffused according to the brands and banners.
_ Three possibilities are offered to a firm that wishes to get rid of its excess stock: destruction of the products, sale to discount stores or sale in factory stores. Factory stores offer the firm the advantage of controlling the distribution and, therefore, protecting the brand and the distribution network.

-* Brand stores are raking it in!
-* Brand centres: What performance for what market?
-* Brand centres in France: How are they evolving?
-* Brand centres: « Risks and consequences of their development?» (…)

If you want more information in french [click here->http://www.magdus.fr/Marche-et-tendances-prix-marques]}}}

————

{{{If you want contact us:}}}[->accueil@magdus.com]

The  »Factory Outlet Centers » concept was imported from the United States where there are more than 340.
After a first wave of penetrations, concerning more particularly France during the 1980s, the concept spread to continental Europe from 1993 onwards.
Early in the 1990s, Clarks, the shoe manufacturer based in Great Britain, seeking both a use for buildings adjoining the factory and a solution to its excess stock problems, opened its first factory store and sold its excess merchandise at reduced prices. Seeing the success of this new store at the factory exit, he decided to increase the commercial offer by adding an entire “village” of stores of the same type.
Clarks then drew inspiration from the American concept, creating the first  »Factory Outlet Center »,  »Clarks Village » in Street (Somerset) in 1993.It was on that date that “ Marques Avenue”, France’s first new generation factory store centre, opened in Troyes.

{{More information about the sector:}}
-*Innovative centres and projects (2007)

{{{Evolution of the concept in Europe : from Factory Outlet Centres to outlet villages (2009)}}}

{{[Download the figure : Evolution of the concept in Europe}}->http://www.magdus.fr/pdf/concept_evolution_in_europe.pdf]

Factory Outlet Centres consisted only in selling unsold articles, but the commercial concept has evolved since the mid-1990s. The progressive orientation of the concept towards “fun shopping” has considerably strengthened the tourist dimension of Factory Outlet Centres. Four generations of centres can be distinguished (cf. figure). This typology, which brings to light the qualitative evolution of the concept, is based on four criteria: the marketing strategy of the centres, their architecture, their location as well as their customer base. All European countries did not experience these four generations of centres – for example, only France has actually experienced the first generation.

{{More information only in french:}}
-*Evolution du concept en Europe (2004)
-*Centres de marques : les nouvelles approches du concept en Europe (2004)

Whilst the concept offers variants in its general aspect (mixed distribution/culture/leisure centres, distribution centres open to several sectors of activity, centres specifically reserved for personal equipment, etc.), there is a common denominator among these different formulas: the brands. But for a centre to function it is not a question of attracting just any brand type. There is, in fact, a real brand typology that must be taken into account in reasoning when planning a centre (from the international brand to the young brand of the moment). The brands fulfil different “functions”: some strengthen a centre’s renown, others tend more to generate visits or make the centre part of a hot trend.

In France, whilst a few industrialists still refuse to see their brands distributed in these specialised centres, there are many who sell their brands through them. This sales method is therefore becoming a real link in the distribution chain.
The quality of the commercial offer makes the concept particularly attractive in the eyes of consumers. The latter do not hesitate to travel considerable distances to purchase in these stores, their motivation stemming from the possibility of purchasing brand products at prices announced as 30 to 50% lower than in traditional distribution channels.
The offer mainly concerns articles of clothing (ready-to-wear, underclothes, lingerie, shoes, accessories) as well as household articles (decoration, household linen, tableware).

{{More information only in french,}} [click here->http://www.magdus.fr/Une-forme-de-distribution-atypique]
-* Main chronological milestones;
-* History of factory stores;
-* Parallel between the development of Aube groups and national centres;
-* In Troyes: «From hosiery to factory stores» (…)

————

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

{{{« Meilleure traduction du concept »}}}
Ce trophée visait à récompenser la traduction la plus remarquable du concept de centres de marques en Europe. La sélection de centres quia été est proposée ci-après avait intégré les critères suivants : le parti pris architectural, le choix des matériaux, les particularités de l’offre commerciale déployée, les services et équipements proposés…

Nominés 2005
Catégorie « Meilleure traduction du concept »


{{{Marques Avenue Côte d’Opale}}}
{{Coquelles – France
_ Concepts et Distribution}}

Plus d’informations / More information :
_ [->www.marquesavenue.com/cote_d_opale/index.asp]

—-

{{{Batavia Stad Outlet Shopping}}}
{{Lelystad – Hollande
_ Rodamco}}

Plus d’informations / More information :
_ [->www.bataviastad.nl]

—-

{{{Dalton Park Murton}}}
{{Durham – Angleterre
_ ING / Pantheon Retail}}

Plus d’informations / More information :
_ [->www.dalton-park.co.uk]

—-

{{{Freeport Lisbon}}}
{{Alcochete – Portugal
_ Freeport Designer Outlet}}

Plus d’informations / More information :
_ [->www.freeport.pt]

—-

{{{La Vallée Village}}}
{{Marne-la-Vallée – France
_ Value Retail}}

Plus d’informations / More information :
_ [->www.lavalleevillage.com]

—-

{{{Factory}}}
{{Getafe Madrid – Espagne
_ Neinver}}

Plus d’informations / More information :
_ [->www.factory.es]

—-

{{{McArthurGlen Castel Romano}}}
{{Rome – Italie
_ McArthurGlen}}

Plus d’informations / More information :
_ [->http://castelromano.mcarthurglen.it]

—-

{{{Campera Outlet Shopping}}}
{{Alenquer – Portugal
_ Mercasa}}

Plus d’informations / More information :
_ [->www.campera.com]

—-


{{{« Meilleure dynamique de marque »}}}

Ce trophée visait à récompenser le dynamisme d’une grande marque présente dans un centre en Europe. La sélection de marques qui a été proposée ci-après avait intégré les critères suivants : qualité de l’implantation dans le centre, actions d’animation commerciale, implication dans l’animation du centre, attractivité pour le centre, performances commerciales,…

Nominés 2005
Meilleure dynamique de marque

|Adidas|Hugo Boss|Nike|Polo Ralph Lauren|
|Burberry|Lacoste|Oasis|Puma|
|Catimini|Lancel|O’Neill|Reebok|
|Chapelle|Levi’s|Petit Bateau|Quicksilver|
|Gérard Darel|Mc Gregor|Pierre Cardin|Versace|

—-


{{{« Meilleure action de promotion »}}}

Ce trophée visait à récompenser la meilleure action d’animation commerciale ou de promotion d’un centre. La liste qui a été proposée ci-après etait issue d’informations portées directement à notre connaissance par les centres concernés, suite à un questionnaire à tous les centres existants en Europe.

Nominés 2005
Meilleure action de promotion

{{{Opération Fun Shopping Bus}}}
{{(Marques Avenue, France)}}

Voyages VIP à destination de 5 centres Marques Avenue, offerts sur réservations sur le site internet (1 navette gratuite chaque premier samedi des mois de mai et juin, et de septembre à décembre) : trajet aller-retour en bus avec collation, accueil personnalisé au départ par une hôtesse et à l’arrivée par le directeur du centre, kit de tourisme, découverte du centre et shopping-party libre. Départs de Paris pour les centres de St-Denis et Troyes, de Lille pour le centre Côte d’Opale, de Grenoble pour le centre de Romans, et de Strasbourg pour le centre de Talange. Au total, 1500 personnes transportées, et de très nombreuses retombées presse au plan national.

—-

{{{VIP evening events}}}
{{(Batavia Stad Outlet Shopping, Netherlands)}}

Des soirées exceptionnelles VIP sont organisées deux fois par an dans le cadre d’une approche marketing très ciblée (soirées réservées aux visiteurs fréquents du centre, aux membres abonnés à la newsletter électronique et aux clients de la base de données propre au centre). Excellent taux de conversion invitation-visite et mieux encore, excellents taux de conversion visite-achat. Tous les magasins restent ouverts lors de ces soirées VIP.

—-

{{{Monthly international concerts}}}
{{(Freeport Lisbon)}}

L’offre commerces et loisirs du centre Freeport de Lisbonne étant particulièrement diversifiée, l’objectif de la programmation commerciale était de créer un lieu de consommation pour toute la famille, en journée comme en soirée. Un exemple de ce programme : l’organisation, tous les mois, de concerts d’artistes internationaux tels que les Sugarbabes et Ronan Keating, Tom Jones, Alice Cooper ou encore la troupe Spirit of the Dance. Originalité de ces évènements : les concerts sont entièrement gratuits pour les clients du Freeport et attirent de nombreux consommateurs qui deviennent alors des acheteurs réguliers. Ce concept de marketing novateur satisfait les besoins en constante évolution des consommateurs.

—-

{{{Brand Blitz super sale}}}
{{(Dalton Park, England)}}

En collaboration avec les gérants de magasins, le centre a identifié les cinq meilleures semaines de l’année, celles où la majeure partie des commerces organisent leurs soldes. Une identité de marque a vu le jour afin d’encadrer ces soldes de magasins et de permettre au centre d’en tirer le meilleur parti commercial et les plus grandes retombées médiatiques (points de vente, télévision et radio). Résultats : nombre de visiteurs en hausse de 15% (200 000), augmentation de 20% du panier par tête (+ 4 euros par personne) et chiffre d’affaires en hausse de 38% par rapport à l’année précédente.

—-

{{{Soldes-sur-Mer}}}
{{(McArthurGlen Roubaix, France)}}

A l’occasion des soldes d’été 2004, le centre McArthurGlen de Roubaix a organisé une ambiance fête et plage : tournoi de beach-volley organisé par la Ligue des Flandres de Volley-Ball, draps de plage, bouées et palmiers en décoration sur toute la longueur du centre, colliers de fleurs hawaïens pour toutes les équipes de vente, sons de mouette et de flux et reflux de marée sur la radio interne du centre, groupe de musique aux couleurs de Tahiti. Très grande satisfaction des clients et des équipes des magasins, nombreuses retombées presse.

—-

{{{Shopping VIP}}}
{{(McArthurGlen Troyes, France)}}

Une journée de mai, chaque véhicule entrant sur le parking a reçu une carte à gratter. Parmi ces cartes, 110 étaient gagnantes : 100 gagnaient un chéquier de coupons de réduction, et 10 gagnaient une journée de shopping VIP. Ce privilège se composait de 500 € de chèques cadeaux à dépenser dans la journée, de la mise à disposition d’un groom pour porter les paquets, d’un véhicule avec chauffeur pour parcourir le centre, et d’un photographe pour saisir les meilleurs instants de la journée.

{{LA REGLEMENTATION EUROPEENNE EN MATIERE DE PROMOTIONS DES VENTES PAR LES PRIX}}

{Par Sarah Temple-Boyer, Avocat
Et Sylvia Spalter, Avocat Associé
Association d’avocats BMS’- Paris
[->www.bms-avocats.com]}

{{1- Divergences de réglementations entre les Etats membres}}

La promotion des ventes par les prix recouvre des modalités aussi diverses que les soldes, les rabais, les cadeaux, voire les ventes dites « {à perte} ». L’analyse comparative du traitement de ces pratiques par les Etats membres révèle de grandes disparités.

a) Analyse comparative¹

• Soldes saisonniers : Trois grands courants se dessinent, avec une tendance marquée pour un libéralisme accru :

– ainsi, certains Etats membres (Belgique, Allemagne) n’autorisent les soldes que pendant des périodes définies par le législateur central et pour tout le territoire : en Belgique, des périodes spécifiques (en janvier et en juillet) sont règlementairement fixées pour certains produits (habillement, cuir et chaussures) – alors qu’en Allemagne, les soldes assimilés à des ventes exceptionnelles sont interdits, sauf dans certains cas ( soldes d’hiver et d’été de produits de sport et ventes d’anniversaire après 25 ans d’activité).
– d’autres Etats (France, Italie, Espagne) délèguent aux autorités locales la fixation des périodes de soldes saisonniers : dans ce cadre, les soldes sont autorisés pour une période déterminée (par exemple, en Espagne, entre une semaine minimum et deux mois maximum) – mais c’est l’autorité locale qui déterminera la durée applicable dans la région concernée ;
– enfin, d’autres Etats membres (Finlande, Suède, Pays-Bas et Royaume-Uni) ne connaissent aucune législation restrictive : aux Pays-Bas, la législation sur les soldes a été supprimée dans les années 1980 (le contrôle étant exercé indirectement par la réglementation sur la publicité trompeuse). Au Royaume-Uni, les évènements promotionnels comme les soldes ne sont pas encadrés, la seule obligation étant d’indiquer sur les produits soldés, les prix pratiqués antérieurement aux soldes (lesquels prix doivent avoir été pratiqués au moins 28 jours durant les six mois précédant les soldes).

• Rabais : la position de la plupart des Etats membres est, en ce domaine, plutôt libérale. Un certain nombre d’Etats n’ont pas de réglementation restrictive, ou ont récemment supprimé la réglementation existante ; c’est le cas de l’Autriche (abrogation de la loi en 1992), l’Allemagne, l’Italie, l’Espagne et les Pays-Bas.
En revanche, certains Etats (Belgique, Finlande, France, Suède) ont fixé des obligations spécifiques de transparence : par exemple, en Belgique, le vendeur doit se référer aux prix pratiqués pour des produits identiques avant l’offre spéciale (ces prix doivent avoir été pratiqués pendant au moins une année avant la réduction).

• Cadeaux « gratuits » : à l’inverse des soldes et des rabais, la position de la plupart des Etats membres est, en cette matière, plutôt rigoureuse. Les Etats les plus libéraux sont l’Italie, les Pays-Bas et l’Allemagne, pays dans lesquels les cadeaux promotionnels sont, en principe, autorisés (sous réserve de respecter certaines obligations de transparence quant à l’indication du prix unitaire de chaque produit dès lors que sa valeur excède 10 euros, comme en Finlande par exemple). Dans d’autres Etats, en revanche, la règle est inversée : les cadeaux promotionnels liés à la conclusion d’un contrat (offres conjointes) sont en principe interdits (Autriche, Belgique, France, Espagne) sauf cas particuliers (échantillons, cadeaux ne représentant que 5% de la valeur du produit autorisés en Belgique etc…). A l’exception de l’Espagne, les cadeaux promotionnels sans obligation d’achat sont, généralement, admis (la loi espagnole considère que même sans obligation d’achat, le cadeau gratuit peut pousser le consommateur, animé par un sentiment de gratitude, à contracter). Au Royaume-Uni, ces évènements promotionnels sont encadrés par des règles d’autodiscipline.

• Ventes à perte : deux tendances majeures se dégagent :

– celle incarnée par différents Etats membres, comme la Belgique, la France, l’Italie, l’Espagne où le principe même de la vente à perte est prohibé (sauf dérogations spécifiques : ventes liquidatives ou de produits endommagés). Le dispositif légal tel qu’il est encore en vigueur en Belgique et en France illustre tout particulièrement le caractère général de la règle tout en le circonscrivant aux seuls « produits » ; ainsi les prestations de service ne sont pas concernées, sous réserve cependant que la vente de prestations à perte ne puisse être requalifiée comme constitutive d’un acte de concurrence déloyale.

– l’autre approche est incarnée par l’Autriche, l’Allemagne, la Finlande, la Suède, les Pays-Bas et le Royaume-Uni, lesquels ne connaissent pas de réglementation spécifique prohibant la vente à perte. Seule est sanctionnée la vente à perte qui est la manifestation d’un abus de position dominante (prix prédateurs) ou d’une pratique déloyale (si la vente à perte a pour seul objectif d’éliminer un concurrent).

b) L’exemple français

• Soldes : définies par l’article L.310-3 du Code de commerce comme « les ventes accompagnées ou précédées de publicité et annoncées comme tendant, par une réduction de prix, à l’écoulement accéléré de marchandises en stock ». Les soldes ne peuvent être réalisées en France qu’au cours de deux périodes par année civile, d’une durée maximale de six semaines chacune. Ces périodes sont déterminées par arrêté préfectoral, pris après consultation des organisations professionnelles concernées et représentées dans le département. Les soldes ne peuvent porter que sur des marchandises proposées à la vente et payées depuis au moins un mois avant le début de la période des soldes considérée. L’utilisation abusive du terme de « soldes » est punie d’une amende de 15.000 euros (article L.310-5 du Code de commerce).

• Rabais : les rabais étant licites par nature, les principales obligations, en France, en matière de rabais ont trait à l’obligation d’information transparente des réductions de prix au consommateur, laquelle est encadrée, en France, par un arrêté spécifique 77-105/P du 2 septembre 1977.

• cadeaux « gratuits » : les cadeaux promotionnels proposés conjointement à une vente ou une offre de produit destinées aux consommateurs (ventes avec primes) sont interdites par l’article L.121-35 du Code de la consommation ; cette interdiction ne s’appliquant toutefois pas aux produits qui sont identiques à l’objet principal de la vente, ou aux biens et services de faible valeur (échantillons) ; les cadeaux promotionnels sans obligation d’achat sont, donc, licites.

• ventes à perte : L’interdiction de revente à perte existe en France depuis 1963 et a été consacrée par la loi 96-588 du 1er juillet 1996 dite « loi Galland » ; est ainsi interdite la revente de « tout produit en l’état à un prix inférieur à son prix d’achat effectif ». L’interdiction de la revente à perte ayant été source de dérives importantes, notamment dans le secteur de la grande distribution, un consensus s’élève aujourd’hui pour réclamer l’abrogation de cette réglementation ou, à tout le moins, l’abaissement important du seuil de revente à perte. La commission ATTALI, dans son pré-rapport du 15 octobre 2007, milite en faveur de cette suppression, laquelle contribuerait, à son sens, à la baisse significative des prix des produits de grande consommation et reviendrait également à autoriser la pratique des soldes tout au long de l’année. Le 6 novembre 2007, la Commission des affaires économiques de l’Assemblée Nationale a entendu Luc Chatel, secrétaire d’Etat chargé de la consommation et du tourisme, sur le projet de loi relatif au développement de la concurrence au service des consommateurs (enregistré le 31 octobre 2007) lequel « ne reprend pas à son compte l’intégralité du rapport Attali, en particulier s’agissant de la mise en cause de l’interdiction de revente à perte ; pour autant, l’objectif de stimulation de la concurrence affiché par la commission est partagé par le projet de loi (…) ».

Aux termes du projet, l’incitation à la baisse des prix au consommateur voulue par le gouvernement passera notamment par la réintégration dans le prix de revente de la totalité des « marges arrières » versées par les fournisseurs aux distributeurs (« triple net »); étant précisé qu’un groupe de travail sous l’égide de Madame Marie-Dominique Hagelsteen (ancienne présidente du Conseil de la Concurrence) sera constitué pour réfléchir, au cours des prochains mois, aux conséquences de la suppression des marges arrières.

{{2- Projet d’harmonisation au niveau communautaire}}

– la proposition de règlement relatif aux promotions des ventes dans le marché intérieur (2001-2002)

Sur la base du travail d’un comité d’experts auquel était soumis l’examen des promotions de vente existant dans le marché intérieur² et susceptibles de générer éventuellement des restrictions à la libre circulation, une proposition de règlement du Parlement européen et du Conseil relatif aux promotions des ventes dans le marché intérieur a été adoptée en octobre 2001 puis présentée par la Commission, le 25 octobre 2002, dans sa dernière version modifiée³ ; l’harmonisation étant, par principe, facilitée par la voie du règlement communautaire, lequel est directement applicable dans l’ordre juridique des Etats membres, à la différence des Directives lesquelles requièrent une transposition nationale par voie législative avant d’être applicables.

Le Règlement, tel que proposé, avait pour objet d’établir «les règles relatives à l’utilisation et à la communication commerciales des promotions des ventes en vue d’assurer le bon fonctionnement du marché intérieur et un niveau élevé de protection des consommateurs ». Dans cette proposition de Règlement, l’intérêt des ventes promotionnelles était particulièrement mis en avant : « l’utilisation et la communication des promotions des ventes servent la croissance et le développement de toutes les entreprises de la Communauté. Ce sont des outils particulièrement importants pour les PME qui sont tributaires de ces pratiques disponibles en amont et en aval du développement de leurs activités transfrontalières. Ces promotions renforcent ainsi la compétitivité de l’économie européenne et, partant, permettent aux consommateurs de bénéficier d’un plus grand choix et de prix compétitifs ».

Toutefois, était également relevé un certain nombre d’obstacles juridiques et de barrières nuisant à l’exercice de la liberté d’établissement et de la libre prestation de services et résultant essentiellement de « la divergence des législations ainsi que de l’incertitude juridique quant aux régimes nationaux applicables à l’utilisation et la communication des promotions des ventes ».

Cette proposition de Règlement ne s’intéressait qu’aux offres promotionnelles, dites temporaires, à savoir : les rabais, cadeaux, primes, concours et jeux promotionnels… (par opposition aux réductions de prix à long terme, comme les cartes de fidélité)

Principales propositions d’harmonisation du Règlement :

• pour éviter les restrictions à la liberté d’établissement et de prestations de services, les Etats membres ne devaient plus édicter les mesures visant à :
– interdire de manière générale l’utilisation ou communication d’une promotion des ventes (à moins qu’elle soit imposée par le droit communautaire)
– limiter la valeur d’une promotion des ventes (à l’exception des rabais sur les produits à prix fixe et sur les ventes à perte)
– interdire des rabais précédant les soldes
– exiger une autorisation préalable en vue de l’utilisation ou la communication d’une promotion

• pour la protection des consommateurs, le Règlement imposait la fourniture par le promoteur d’une certain nombre d’informations générales et/ou propres à chaque type d’offre promotionnelle (rabais, coupons de réduction, cadeaux et primes…) cf. annexe du Règlement intitulée : « informations à fournir en ce qui concerne l’utilisation et la communication commerciale des promotions des ventes ».

– le retrait par la Commission de la proposition de Règlement relatif aux promotions des ventes (2005-2006)

Si la proposition de Règlement relatif aux promotions des ventes n’effectuait pas un travail d’harmonisation exhaustif, elle avait au moins le mérite d’exister. Or, suite à la Communication relative à l’examen des propositions législatives en instance qui a été publiée le 27 septembre 2005 , la Commission européenne a décidé de retirer cette proposition de Règlement, en même temps que 67 autres propositions .

La raison officielle de cet abandon serait stratégique ; la Commission ayant décidé de se consacrer à ses objectifs prioritaires que sont la croissance économique et la création d’emplois ; la proposition de Règlement sur les promotions des ventes (parmi tant d’autres) ne paraissant plus essentielle au regard de ce repositionnement de la Commission . Une raison plus officieuse tiendrait, suivant l’un de nos contacts auprès de la Commission, à l’impossibilité de trouver un consensus, au sein du Conseil des ministres, autour de cette proposition de Règlement ce qui aurait convaincu la Commission de l’abandonner…

Les projets d’harmonisation en matière de promotions des ventes sont aujourd’hui en suspens ; restent des Directives d’application générales qui viennent encadrer les ventes promotionnelles et surtout leur mode de communication au public, dans le souci principal de la protection du consommateur ; au nombre de ces Directives, on peut citer : la Directive sur la publicité trompeuse modifiée par la Directive sur la publicité comparative , la Directive sur les indications des prix des produits aux consommateurs , ainsi que la Directive 2005/29/CE du 11 mai 2005 sur les pratiques commerciales déloyales ; l’objet de cette dernière Directive (devant être transposée en droit interne au plus tard le 12 juin 2007 ce que la France n’a pas encore fait) étant d’énoncer des critères généraux de loyauté et des règles spécifiques pour éliminer les différences dans les réglementations nationales en matière de pratiques commerciales.

1. Sources utilisées pour dresser cette analyse comparative :


– Analytical report « sales promotions in the internal market » (document Internet élaboré dans le cadre de la préparation de la proposition de règlement relatif aux promotions sur les ventes (2001),

– Livre Vert sur la protection des consommateurs dans l’Union européenne, présenté par la Commission – COM (2001) 531 final.

– Etude des droits nationaux destinés à la protection des consommateurs en matière de pratiques commerciales (juin 2003) élaborée par un groupe d’universitaires de plusieurs Etats membres à la demande de la Direction générale de la santé et de la protection des consommateurs de la Commission européenne (DG SANCO)


2. Cf. Analytical Report – Sales promotions in the Internal Market

3. COM (2002) 585 final

4. COM (2005) 462 final : « Examen des propositions législatives en instance devant le législateur »


5. Publication au JOUE C 64 du 17 mars 2006


6. Communication de la Commission au Conseil et au Parlement Européen : « améliorer la réglementation en matière de croissance et d’emploi dans l’Union européenne » (COM (2005) 97 final du 16 mars 2005) en droite ligne de l’objectif stratégique du Conseil européen de Lisbonne (des 23 et 24 mars 2000) à savoir : « devenir l’économie de la connaissance la plus compétitive et la plus dynamique du monde ».


7. Directive 84/450/CEE du Conseil du 10 septembre 1984 relative au rapprochement des dispositions législatives, réglementaires et administratives des Etats membres en matière de publicité trompeuse (JO L 250 du 19.9. 1984)


8. Directive 97/55/CE du Parlement européen et du Conseil du 6 octobre 1997 modifiant la Directive 84/450/CEE sur la publicité trompeuse afin d’y inclure la publicité comparative (JO L 290 du 23.10.1997)


9. Directive 98/6/CE du Parlement européen et du Conseil relative à la protection des consommateurs en matière d’indication des prix des produits offerts aux consommateurs (JO L 80° du 18.03.1998)

{{Olivier DAUVERS}}
_ We are going to look into the future to think about what could be happening in 5 years’ time and highlight the strengths and weaknesses of the brand village concept. Imagining the future, considering the competition (e.g.: the Web), the changing behaviour of brands relative to the business, the development of the concept, the possibility or otherwise of maintaining the forward momentum of the project, and finally, the possibility of extending the concept into other areas than fashion and textiles.



{{Henrik C. MARIS}}
_ There will be more outlet centers in the future years all around Europe, even in areas like Northern Italy. There exists a very high demand for existing centres nowadays. The problem for the business is that there are not enough building permissions. Even the very big players are not being good enough in some regions in the lobbying in order to get business permissions. It should be done more be in that field. The major problem for factory outlet is the lack of brands. There are many brands that only do one or two standard loans or no outlet business at all. Most of them are interested, but they see the whole operation going into outlet business. They are not thinking about holding the operation until it is running well. In the next two-three years the winner will be the chain that will bring the brands over the Alps or over the Pyrenees. Brands from the South have to be brought from the North or vice versa. Other center players have to do the same effort to bring something new, combining these new things with the classical ones. That can refer to players in France, too.



{{Olivier DAUVERS}}
_ What dangers are there for brand villages if they are not careful?



{{Henrik C. MARIS}}
_ The danger for a brand is going in its “back yard”. This is a frequent problem in Germany and Italy. Excess stock is not a problem, on the contrary, it is a good thing. It represents a question of taking the brand out in the street where it can be seen and also find places in Europe where its presence would be useful. The brand on the street will create a demand for full price business.



{{Olivier DAUVERS}}
_ Do you share view of those who are moving increasingly towards commercial tourism?






{{Henrik C. MARIS}}
_ In tourism, there have to be done serious outlet centre business based on the classic 60 minutes circle. In order to do really good business one should look around, as outlet centre shopping is very much a border shopping thing. Many centres that are on border are attracting customers from other countries.



{{Olivier DAUVERS}}
_ Franck Verschelle, does commercial tourism make it possible to extend the circle of consumers by drawing them in from further afield and pulling in a moving flow of customers?



{{Franck VERSCHELLE}}
_ I agree with what Henrik said, we are talking of the same thing, relocation and flows. In terms of the flows, drawing on commercial tourism not only gives a varied customer base throughout the year, depending on the seasons, but also alleviates the potential negative impact on existing proximity zones.



{{Olivier DAUVERS}}
_ It is also a way of getting better accommodation, isn’t it?



{{Franck VERSCHELLE}}
_ Yes. Nevertheless, it is not a property scheme but a reality, and so there is a need for a competent operator to set it up. The development of a region with outside customers will have a very positive impact.



{{Olivier DAUVERS}}
_ Following the summary of the fundamentals of the concept, on which side of the balance are you, pure and simple commerce or commercial tourism? Although there is no real opposition, looking at your centres and your projects, we can however identify differences in directions.



{{Eric DECOUVELAERE}}
_ Whatever we say, the fundamentals are a reality, the brands, prices, etc. If on top there is also tourism, when the centres are carefully geographically located, it is clear that we will take action. Our approach is to offer the client an experience that matches with their investment whether in terms of one-off customers (tourists) or those of the trading area.
Are prices on their own enough of an attraction?



{{Olivier DAUVERS}}
_ Alexandre Séjourné, looking 5 years ahead, do you think we need to improve the proposal of the centres with an attraction other than the price of the brand?



{{Alexandre SEJOURNE}}
_ I have been carefully following the ideas that have emerged over these two days, and in particular the parallel drawn by Philippe Vilmus between warfare and economics. At the moment we have many projects in Europe based around the brand village model. This highlights the need for brands, prices, effective architecture (to give form to the emotion)… Taking the parallel drawn by Philippe Vilmus, operators are fighting in the same location, with the same weapons. On one hand, we are going to try and protect our fundamentals, but on the other we will rework the criteria for success for ourselves. The architecture will be original, but not necessarily a pastiche of the region. This will nevertheless match with the requirements of the customers and of the shopping centre. More than simply the feeling of wearing a known brand, I believe that consumers have a real sense of having bought a Ralph Lauren shirt for 70% less. They will boast more about the unbelievable saving made than about the fact of wearing this brand.
Fifteen years ago we were working on brands and prices. Today Internet sites such as venteprivée.com offer these benefits. We are not just managers of buildings, we must be present in the shops and not allow the brands to slacken off. They must continue to be dynamic. We must be around to remind them that their image is at issue and that they must satisfy their customers. Like us, they need this.






{{Olivier DAUVERS}}
_ What will your centres look like in 5 years applying the vision you have of them?



{{Iestyn ROBERTS}}
_ I don’t think consumers need a change in that fundamental. The modern consumer is becoming a very differentiating person. The reason people come to us is the pleasure of finding something they haven’t expected to find at an unexpected price. We will make environment even more attractive than it is now. Countries across Europe are very different and it has to be worked a lot with the local cultures. Our centres will not be enormously different. What brings people to us are the right brands, the right prices, and the right environment.



{{Olivier DAUVERS}}
_ Have you ever considered replicating the model you have perfected (brands/prices) from the offline to the online?



{{Eric DECOUVELAERE}}
_ Here again, we are going to stay in our core business. Obviously the “click” has been a reality for a number of years. We have been tempted but the fact that we are not logistics experts holds us back. More specifically, we have thought about it in a different way. For example, there are operators who are interested in the market and the question is to identify what we can bring to it together. From our perspective, we bring our relationships with our brands (approximately 700) and an understanding of the market. As for these operators, they have the files and a mastery of a business requiring a specific expertise. I am surprised that we, operators of brand villages, are not closer to these private sales sites.



{{Olivier DAUVERS}}
_ You therefore share my incomprehension concerning this absence of synergy between our two businesses.



{{Eric DECOUVELAERE}}
_ Precisely, we are working on it, and I hope that this will lead to something over the coming months.



{{Olivier DAUVERS}}
_ Alexandre Séjourné, do you believe there is a synergy between the off-line and the on-line?



{{Alexandre SEJOURNE}}
_ We asked ourselves this same question some two years ago, we were not at all worried. Today, the turnover of Ventes-Privee is around €300 M on its own.
To start with we wanted to know how it all worked. We questioned our brands. They explained that they could destock 15,000 items in 3 days. However, this online sale involved a complete loss of control over the image with regard to the consumer, and insignificant margins. But above all, remaining in our online shop for destocking would prevent us from opening our permanent brand at full price. It is thus extremely complicated. The ventes-privées site apparently takes 30% of margins and there are 70 other destocking sites.



{{Eric DECOUVELAERE}}
_ As for us we are reviewing the models. We could undoubtedly manage to identify some complementarities, but at the moment, these are mainly directed towards discounters. The factory outlet retains legitimacy for the brand as it controls its image and its communication.



{{Olivier DAUVERS}}
_ Do you think that you might be interested in this communication channel one day?



{{Franck VERSCHELLE}}
_ No, because there are a great many things already to do in the future for our business. In addition, we must not confuse the evolution of a business and a distribution channel. This would be like asking a supermarket to build small shops. It is a different business, with different analyses, etc



{{Olivier DAUVERS}}
_ Nevertheless, in the supermarket sector the big chains were also specialists and have now all become multi-size. The idea was precisely to target the same consumer, but to attract them in different ways.



{{Franck VERSCHELLE}}
_ Multi-size perhaps, but not inevitably multi-channel. The co-existence of these multi-channels in the major chains has always been complicated. It is about know-how, investment, and a number of issues… At the moment it is the advertisers who are happy thanks to the advertising investment from all these new sites. I believe in this development but it is not our business and Pantheon will not make it a priority. The online will not replace factory outlets and brand villages.



{{Olivier DAUVERS}}
_ The idea is really to know whether there is any strategic relevance to be had in combining the two channels. And Iestyn Roberts, would you be interested in e-commerce?






{{Iestyn ROBERTS}}
_ The Internet is a great place to promote our businesses and to communicate with our partners, but a commercial media doesn’t do this for a living. Our environment offers to our partners the opportunity to manage their brands and it is a very special environment in order to sell our products.



{{Olivier DAUVERS}}
_ If one of you did go down that path, would you maintain your relations with the brands?



{{Alexandre SEJOURNE}}
_ I think that as soon as the brands understand that they can do this on their own, they will start doing it.



{{Olivier DAUVERS}}
_ It is hard to forget what the value of a customer file, the history of a business relationship…



{{Alexandre SEJOURNE}}
_ When a customer is registered on the site, access to the product is still not certain, which could put them off. In France, factory outlets and online sites are complementary in the sense that we can say to the Internet user that if they miss a sale, there is a second chance in a factory outlet.



{{Olivier DAUVERS}}
_ Henrik Maris, are there objective complementarities that exist between brand shops and destocking sites?



{{Henrik C. MARIS}}
_ We are talking about leisure business. Different customers exist. Sometimes, they don’t know exactly what they are going to buy. Outlet suggests excess stock and excess shopping.



{{Olivier DAUVERS}}
_ There is a lot of talk of the Internet, proof that ways of thinking of yesteryear have become much faster.



{{Eric DECOUVELAERE}}
_ We have seen that online sites work very well in those countries that have a good hotline culture. Ventes-privées works very well in France because there is a real understanding of the factory outlet and brand village in France. However, in Italy, there are a large number of projects but the country still lacks major operators, unlike Great Britain.
The development of brand villages.



{{Olivier DAUVERS}}
_ At the moment, opening the last dossier on “development”. The scale of announced projects (1.5 million m²) is astonishing. But can this rate be maintained? It is in fact rather unusual to see such a level of expansion in sales areas.



{{Franck VERSCHELLE}}
_ McArthurGlen came to Europe to work with Nike and Polo for their destocking. Today, we are facing the same demand, brands are asking that we work with them in Eastern countries. We now need to be Europeans, or even beyond this.



{{Olivier DAUVERS}}
_ Is this an objective reason for believing that you can open new m²?



{{Franck VERSCHELLE}}
_ Of course, because a distribution circuit is becoming reality and the demand exists. For us, we already have our own circuit. The brands are advancing, and we are behind them. Their confidence arises from having worked together over many years. They need solutions for the more risky markets.



{{Olivier DAUVERS}}
_ Do you think that the volume of unsold goods will follow or even exceed the amount of m² in the next 5 years?



{{Franck VERSCHELLE}}
_ Fifteen years ago there were as many brands and as many, or almost, customers. We were facing problems of overstock. Today, we have 2½ million m² for selling them off. Overstock will of course never disappear. The day on which the overstocks and m² curves crossover will pose a serious philosophical problem for our projects. In terms of simple expansion no operators will emerge one morning to announce that they plan to expand in the United Kingdom. There are thus countries reaching saturation, others in which there is still room, more or less developed countries. In France, 23 centres have opened in the space of 7 years. There are only 2 today. The erosion is ok, but the chains need to know how to select relative to a market logic, relative to a destocking logic and a geographic logic. There are markets reaching their saturation points and others opening up, we thus need to think about the future crossover of the overstocks and m² curves.



{{Olivier DAUVERS}}
_ Do you think there is a risk that these curves are going to cross?



{{Eric DECOUVELAERE}}
_ We must be the first wherever we go. In addition, we all here have products that have a shelf life. If we are promoters, developers, we also have a responsibility for revitalizing the products. When we walk through a department store and we see brands we have and those we do not, we can see that there is still work to be done. If we still have work to do in educating the customer, we also have it to do with the brands. Many of these are still not present in the brand villages, it is our vocation to go to them and work with them.



{{Olivier DAUVERS}}
_ Are we running the risk of having too many brand villages? A market consisting of too many operators and too many assets will end up reducing the value for everyone. The next shareholders could therefore be reluctant to see any integration?



{{Iestyn ROBERTS}}
_ Looking at the whole market with the kinds of brands that we want to work with, there are some conflict pressures. On one side, there are supply chains that are becoming more efficient. With the Internet it is possible to sell the products profitably. It is a growing world environment and not just within Europe, but also in the Eastern Europe and in the Far East, where there are very fast growth economies. Big brands need big supply chains and they create surplus products. The opportunity is to find the right location, an area that is not yet penetrated by another outlet. The consumer demand is a natural human impulse. There will be further opportunities in the euro zone and even bigger opportunities outside it.



{{Olivier DAUVERS}}
_ Is the demand of investors always this persistent, or even more so? In effect, in this commercial town planning, one can wonder if there is not more money than there is need.



{{Iestyn ROBERTS}}
_ If there is more money available that means that there is a demand. Factory Outlet is different from conventional retail. A well run out outlet centre has a consistent growth, makes good money for the owners and there is no shortage of people who want to buy.



{{From the floor}} {({{Olivier COUTIN}} – Unibail Rodamco)}
_ As I see it there is more money in the market than available products. This means that money that cannot be invested in traditional retail centres is first shifted into other forms of commerce and is now being directed into factory outlet and brand village centres.



{{Franck VERSCHELLE}}
_ Yes, there are a lot of investors. But these investors now have significant roles in the decision making process and in the management of the centres. Some of them are even specialists in our business. They are not stumbling in blind. As they gradually come to understand our business and develop structures for it, they are becoming increasingly more demanding.



{{Olivier DAUVERS}}
_ There is no incongruity between what you both have to say. There is a surfeit of capital for investment, unlike in traditional commercial property. There is thus a movement of carry over.



{{Iestyn ROBERTS}}
_ Outlet centres are very small markets in comparison to the total retail investment, which is a huge sector. People who invest in it recognise it as a very different kind of business.



{{Alexandre SEJOURNE}}
_ Previously we had to be extremely ingenious to attract investors, now it is they who come to us. But it is nevertheless important that investors understand our business. For example in Belgium, there was an operation that failed because an investor was abandoned by the promoter, despite the good location of the site and the presence of brands. In guaranteeing the proper operation of the project, the promoter must take responsibility for its management.



{{From the floor }{({{Jean-Pierre NOBLE}} – Ixis AEW Europe)}
_ There are plenty of full price shopping centres that are already reaching maturity. No one was interested in brand villages 10 years ago, the context has changed because of good management. But brands need their own traditional distribution circuits. Brand villages are an investment link offering continuity from the full price shopping centres, these latter are reaching saturation in many European markets.



{{Olivier DAUVERS}}
_ What other choices could there be than fashion and textiles? Is it possible to consider expanding the range of our businesses? Do any of you have any relevant experiences?



{{Alexandre SEJOURNE}}
_ There are still plenty of brands to bring in, especially in the fields of textiles and home products. The home is a sector for the future. It is a magnificent product, a vector for emotion. Consumers are keen for it given their experiences of buying in this segment.



{{Olivier DAUVERS}}
_ Could Seb, often mentioned, be an opening for you?



{{Alexandre SEJOURNE}}
_ We will clearly see other openings. Maybe one day we could be selling cars if other buyers cannot be found for them? However, it is clear that some obsolete products (e.g.: high tech) cannot be marketed using this system. Bizarrely we have been called on to market Lindt chocolates, destocking after the Christmas period. This was a good opportunity to capitalise on emotion. Whenever there has been a malfunction, we must make the most of it.



{{Eric DECOUVELAERE}}
_ We are already working on the home. But I want to go back to two product categories. First of all, we are coming up against rapid obsolescence in “technological products”. Although the volumes here are not comparable to those of the textile segment, we have achieved good results. For instance, with Toshiba, we can find customers for products between 6 month and 1 year old. These are phenomenal densities, but it is a model that we cannot replicate in all the centres because of insufficient goods. This operation has nevertheless caught the attention of other brands.
The second category is that of “perfumes and cosmetics”. Whilst remaining firmly within the DNA of our brands, we are trying to develop these in the best way. Full price perfumery operators would like to come into our centres, but we are resisting this.



{{Franck VERSCHELLE}}
_ We have a car dealer alongside us in Newcastle, but this is not the future. I remain somewhat sceptical in this matter. Despite the respect I have for these brands, they never draw as do Hugo Boss or the other brands that are in essence at the core of our business.



{{Iestyn ROBERTS}}
_ Our business remains axed on fashion, even though sectors like cosmetics are easy to get. We have big furniture and electronic stores, but they have to adapt to the centre outlet prepositions. It is just an enhancement to our core product and not a replacement of it.



{{Olivier DAUVERS}}
_ What is the reduction for the cosmetics that you said sold in Portugal?



{{Iestyn ROBERTS}}
_ The discount is normally of 30%



{{Olivier DAUVERS}}
_ Is it appropriate to take an interest in markets other than fashion and textiles? Do these represent a real lever or will it remain the exception?



{{Henrik C. MARIS}}
_ The core business will be fashion and textiles, as the key word to it is “margin”. Traditionally, there were 10 textile shops doing the same thing. Nowadays, there are normally 9 textile shops and a flower or a perfume shop. It is good to soften up the centre, which represents in fact a whole atmosphere.



{{Olivier DAUVERS}}
_ To summarise, if we have value chains with sufficiently high margin coefficients on the full price, there is enough to live on even after dividing by 2.



{{Eric DECOUVELAERE}}
_ To complete the picture, we also have a discount travel agency. The holidays are reduced and we sell them through the agency.



{{Olivier DAUVERS}}
_ In this instance, it is an Internet model that has been transposed into the real world!



{{Alexandre SEJOURNE}}
_ We are all in agreement that 80% of our business still comes from textiles, with overstocks readily available. However, other product ranges will add emotion, differentiation, and we will therefore have this extra element of appeal to bring in the customers.

L’Observatoire Magdus a lancé une enquête auprès des directions de centres de magasins d’usine et de
marques en France afin de recueillir leur bilan de l’année 2008. Cette synthèse met en lumière les
grandes tendances de l’activité des centres en 2008 par rapport au bilan de l’année 2007. Dans un
contexte conjoncturel défavorable, notamment durant le second semestre 2008, il semble que la majorité
des centres de magasins d’usine et de marques ait tiré son épingle du jeu durant l’année 2008.

{{Lire l’intégralité de l’étude :}}

{{{« Meilleure traduction du concept »}}}

-* {{McArthurGlen Castel Romano
_ Rome – Italie
_ McArthurGlen}}

—-

{{{« Meilleure dynamique de marque »}}}

-* {{Nike}}

—-




{{{« Meilleure action de promotion »}}}

-* {{Opération Fun Shopping Bus
_ (Marques Avenue, France)}}

{{Pascal ROUSSARIE}}
_ The hallmark of the European consumer is a strong desire to consume. If he or she considers that his/her purchase presents no added value, then he or she will easily resort to hard discount. If the purchase has an added value, he or she will spend more time selecting the product and thus the method of distribution. Distribution methods and consumer expectations are identical in all European capitals. There are greater differences in distribution methods between Paris and the Périgord than between Paris and Prague. It is of particular note that on-line purchasing is undergoing sharp growth, especially when a product brand is identified.



{{Valérie VOISEMBERT}}
_ New European members have still not understood the concept of the factory outlet. The discount race is not a general phenomenon in Europe (a Czech prefers to buy a product from the West than a cheap product), but it is particularly pronounced in France. From this point of view, the factory outlet corresponds to consumer expectations. In 2006, promotions and sales accounted for 30% of overall sales in France.



{{Laurent LOCURCIO}}
_ Will new consumers emerge in Europe?



{{Pascal ROUSSARIE}}
_ In all European countries, except for Russia, the over-sixties’ market share is increasing. Distributors will have to create spaces to attract a clientele that is older, more exacting and more aware.



{{Valérie VOISEMBERT}}
_ In Lisbon, we have developed a Freeport centre, where people spend more time because of the leisure facilities offered there. We are also expanding our services (Internet, bilingual sales staff in centres on national borders, etc.) and we are careful about the quality of architecture in our brand shopping centres. Offering low prices reassures the consumer. Some of the companies who rent space from us help to ensure customer loyalty by issuing customer loyalty cards.



{{Laurent LOCURCIO}}
_ What do you think about the new consumers in Central Europe?



{{Pascal ROUSSARIE}}
_ In two years, consumers in Eastern Europe will have the same purchasing power as those in Western Europe. By 2010, Hungarians will even earn more than the Portuguese. In these countries, the notion of consumerism clearly predominates over the idea of saving. So this presents a growth opportunity for brand names. Paradoxically, consumers are more demanding in Central Europe, where the most attractive shopping centres and the latest distribution concepts are to be found.



{{Valérie VOISEMBERT}}
_ In Eastern Europe, consumers are more attached to brands, which play a social function, than to quality. International brands are especially appreciated.



{{Pascal ROUSSARIE}}
_ With all the discounts that exist, consumers are no longer prepared to pay the street price for a product. Let us not forget to make the consumer aware of a fair price and not merely the lowest price, particularly in certain areas such as the furniture or the automotive sectors.

{{ {Discussion with the floor} }}

{{Patrick DEJEAN}}
_ How do you define a product’s « added value »?



{{Pascal ROUSSARIE}}
_ The consumer wants to arbitrate with respect to his purchasing. For example, food-shopping is considered to be « chore », that can be carried out in a hard-discount store. However, the consumer is prepared to spend time and money on an organic product or a good wine. Castorama allows the consumer to choose between its discount Brico stores, on the one hand, where there are no sales staff and the prices are very low, and its Castorama stores which are full of high-quality products.
A sales advisor must provide added-value in terms of the information provided face-to-face, as opposed to information that can be obtained on the Internet – advice, reassurance, loyalty (a satisfied customer is the best ambassador for the product and the distribution concept). In order to compete with the Internet, sales staff must establish a relation with the customer and exploit the ‘dream factor’ that stimulates people to buy clothing and, particularly, branded clothing.



{{Jean-Pierre LEHMANN}} (President of the National Town-centre Federation)
_ The Freeport brand centres commit to selling at prices that are 30 % lower, but lower in relation to what price?



{{Valérie VOISEMBERT}}
_ The reference price is the previous year’s consumer price in the case of products from the previous year, or the previous season in the case of the previous season’s products. Factory shops offer « excess-stock » articles, that is, unsold articles from the current or previous seasons. In fact, some brands knowingly produce more for these specific distribution channels. In our centres, we have a dual labelling system, to inform the customer of the two prices.



{{Frédéric WILLEMS}} (National Clothing Federation Legal Expert)
_ There is unfair competition between factory outlet centres and traditional shops. French legislation requires that, for shops, the reference price indicated in dual labelling systems is the lowest price proposed by the shop during the previous thirty days, whereas factory outlets have a reference price that is based on the previous year.



{{Bernard GONTIER}} (First Vice-President of the Saumur Chamber of Commerce and industry – CCI)
_ At the outset, the only added value provided by luxury brand outlets was the 30% discount, but now a 30% discount is no longer enough, as Freeport is developing leisure facilities to retain customers. What will become of brand outlets that do not have the space to develop attractions?



{{Valérie VOISEMBERT}}
_ The success of brand centres is due to the range of brands, the quality of the goods and the amount of discount. Attractions are a complement.



{{Jean-Paul LEROY}} (Fashion Daily News Editor-in-Chief)
_ How do you ensure customer loyalty in brand outlets?



{{Valérie VOISEMBERT}}
_ We try to step up patronage (events, Internet). Brand centres sometimes have other uses, like in Sweden, where the centre plays the role of a local shopping centre. The average number of times a person visits our centres is six per year.



{{From the floor}}
_ Is the brand centre offering similar to that in hypermarkets?



{{Laurent LOCURCIO}}
_ No, because brand centres offer all the luxury brands in a single location. However, this « luxury offering » will not necessarily be enough to enable them to endure.



{{From the floor}}
_ French legislation prohibits dual labelling outside the sales period. How will Freeport display its prices when it opens sites in France?



{{Valérie VOISEMBERT}}
_ We will comply with the law, even though some brand centres in France do practice dual labelling.



{{Pascal ROUSSARIE}}
_ There is room for all distribution methods. Dynamic sectors are those that have a dynamic method of distribution. For example, the household sports budget is constantly increasing, thanks to brands such as Nike and Adidas and distribution methods used by Décathlon and Citadium in Paris.