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What is your assessment of 2024 for EK France? Daniela Dalla Valle – We are doing very well in a market that isn’t performing so well. Our growth in 2024 demonstrates the effectiveness of this unique cooperative model within the sector, where everyone draws strength from collective intelligence. Held every two years, our convention last summer once again showcased the group cohesion that fuels a positive dynamic. Members left feeling energised and ready to engage with the many projects that were presented. What is EK France’s operational mission? D.D.V. – EK France is the structure that was created over 40 years ago to enable retailers to negotiate with suppliers with a single voice. Our organisation represents and leads a network of independents who pool their resources to share best practices and have chosen to unite under two national brands to establish a strong presence in the French retail landscape. In this context, EK France coordinates working groups made up of members, who take part in negotiations with suppliers, and manages the Culinarion and Ambiance & Styles networks. This allows independent retailers, who remain free to select part of their product range, to benefit from marketing resources, a large-scale national communication plan, and a suite of tools usually reserved for integrated retail networks. Our members also have access to a training programme that addresses current concerns. In 2024, the focus was on social media, enabling our members to take full advantage of Instagram with relevant content designed to attract a growing community to their stores. Generating in-store traffic is our top priority. Our role at EK France is also to help our members synthesise feedback from the field and structure ideas so they can be transformed into projects and then into actions. The product assortment is our guiding thread, bringing members together. While retaining some freedom (20%), they prioritise the collective interest to strengthen a highly successful system What ensures the quality of the offering? D.D.V. – The decisions made by our working groups, composed of members and product managers, are based on in-store observations, with a swift response to changes in demand and purchasing behaviour. Innovation is the driving force behind Culinarion and Ambiance & Styles, meeting our customers' constant desire for new products in-store. Our goal is to take this even further in the future. To stay a key player, it won’t be enough to simply meet expectations—we need to anticipate them. That’s why we’re revamping our CRM in September 2024 and launching a new loyalty programme in early 2025. What defines the two brands? D.D.V. – Our repositioning effots has clarified each brand’s identity. Culinarion is the specialist in kitchen utensils, while Ambiance & Styles is a lifestyle brand built around three key pillars: tableware, cooking, and home decor. Its success reassures us that the French enjoy indulging themselves and appreciate a brand that makes it easy for everyone to set a beautiful table, decorate their home, and accessorise their kitchen. A brand must constantly evolve to remain competitive. With the recent transformation of the Culinarion concept proving successful, we are now focusing on refreshing Ambiance & Styles. The overhaul of its product range, combined with a new visual identity, will align this strong brand even more closely with today’s trends. What do you see as the biggest pitfall to avoid in maintaining a strong brand? D.D.V. – I am strongly opposed to excessive promotions, which have led to the downfall of many brands. There is no need to try and compete with discounters—our unique offering has its rightful place in the market. What is your customer profile? D.D.V. – At Culinarion, the customer base is becoming increasingly younger and more evenly split between men and women. Ambiance & Styles, on the other hand, continues to attract a predominantly female clientele. What do customers look for in your stores? D.D.V. – We are a locally focused brand. Our added value lies in personalised advice and customer support. This is such a strong consumer expectation that even large retailers are trying to bring it back, expanding into city centres wherever possible and reintroducing food specialists—bakers, delicatessen owners, fishmongers, butchers—into their hypermarkets. Of course, we have a strong online presence, with new, high-performing and inspiring websites for both brands. These platforms have been designed with a drive-to-store strategy in mind, because the in-store experience remains our greatest asset. It is here that we provide customers with the best experience, reinforced by a robust programme of in-store events. What are your expectations from suppliers? D.D.V. – I aim to build strong partnerships that protect our members’ interests while offering brands a compelling growth opportunity within our network. My ambition is to provide stores with the best product offering and profitability. I look for innovation, exclusivity, and competitive pricing, fully aware that for some brands, we represent a significant share of their revenue. I expect transparency and a genuine partnership from our suppliers, built on a foundation of mutual respect. Our model is based on a cooperative system, which appeals to our partners. It involves a specific approach to negotiations that prioritises collective interests. We have initiated a strategic programme with our partners, who represent 80% of the network’s purchases. The goal is to create a win-win situation, benefiting everyone in terms of visibility and results. How are you approaching 2025? D.D.V. – The current context calls for caution, but we are continuing to expand our stores and refine our offering through the use of DATA. What will drive your organisation’s success in 2025? D.D.V. – First, we will consolidate ongoing projects with an approach that aligns with CSR, which is also becoming a priority for us. One of the key focuses this year will be implementing EDI with our suppliers. This system will allow us to exchange real-time information with them and structure data for highly precise purchasing and inventory management within our new BI tool, which launches in January. In the future, this will help streamline logistics and interactions with the end customer. In the age of artificial intelligence, we must make our work easier. We introduced the system on 1st January with brands that were already prepared. Is the store network set to expand further? D.D.V. – Absolutely! After opening nine stores in 2024—Ambiance & Styles: Bain-de-Bretagne, Honfleur, Niort, Soissons; Culinarion: Bayonne, Dijon, Libourne, Mulhouse, Narbonne—four new stores will open in the first quarter of 2025, and we are aiming for around ten openings throughout the year. We are also actively seeking new locations to open additional stores, prioritising city centres for Culinarion, as its concept is ideally suited to this type of setting. These openings will go hand in hand with the development of new in-store services that customers are looking for. Our demonstration workshops and in-store events are already bringing people together and attracting new customers. In 2025, French consumers will have to make spending trade-offs due to the cost-of-living crisis. Our role is to support them in making choices that benefit both them and the brands we represent.