20
A forward-looking strategy to conquer all the Seniors
A forward-lookingstrategy to conquer all the
Seniors
The environment we operate in has changed dramatically over the last few years :
Throughout its history, the Damartex Group has alwaysbeen able to adapt itself and to grasp new opportunities. Our ambition to be the European
leader of the Seniors market is more than ever. This leaflet explains our strategic choices and our priorities to succeed in this challenge.
This period of transition is intense and I thank you all foryour ongoing commitment and your support. Togetherand with the support of our historic family shareholder,we are building a strong Group which gives opportunities to each of us. We are currently managing the extraordinary evolutionchallenge and in parallel having good results, whichsecures the future of the Group.
Have a good reading
Patrick Seghin,Damartex CEO
THE WORLD IS CHANGING & DAMARTEX IS EVOLVING !
“As usual, my door is open to all your comments and
ideas.”
3
Editor Introduction ........................p. 3
Our ambition, our values ...........p. 4-5
Our target : multi-generation ..p. 6-7
Our offer : multi-brand ...............p. 8-13
Our retail model :
multi-channel ................................p. 14-15
Our organisation : .......................p. 16-19
SUMMARY
2
The environment we operate in has changed dramatically over the last few years :
Throughout its history, the Damartex Group has alwaysbeen able to adapt itself and to grasp new opportunities. Our ambition to be the European
leader of the Seniors market is more than ever. This leaflet explains our strategic choices and our priorities to succeed in this challenge.
This period of transition is intense and I thank you all foryour ongoing commitment and your support. Togetherand with the support of our historic family shareholder,we are building a strong Group which gives opportunities to each of us. We are currently managing the extraordinary evolutionchallenge and in parallel having good results, whichsecures the future of the Group.
Have a good reading
Patrick Seghin,Damartex CEO
THE WORLD IS CHANGING & DAMARTEX IS EVOLVING !
“As usual, my door is open to all your comments and
ideas.”
3
Editor Introduction ........................p. 3
Our ambition, our values ...........p. 4-5
Our target : multi-generation ..p. 6-7
Our offer : multi-brand ...............p. 8-13
Our retail model :
multi-channel ................................p. 14-15
Our organisation : .......................p. 16-19
SUMMARY
2
4 5
Our aim is to do “2x better” in our customerservice by providing for example on outstanding experience on the phone.
Our aim is for “2x better” in our working environment by facilitating the listening, the respect, the dialogue andthe exchange.
Our aim is for example to be “2x better” interms of creativity and innovation in the waywe conduct our business.
Our aim is “2x better” in our Corporate SocialResponsibility (CSR) by developing the bestpractices throughout the Group, in favour ofsustainable development and ecology, andalso about social questions.
Our aim is to create “2x bigger” opportunitiesfor our employees by supporting skill development (training, internal mobility, …)
Become the European leader in the
creation and distribution of
products, aimed at the Senior
market
OUR AMBITION
we are proud of our seniors and are delighted towork for them.
Our values
we like working together, in a climate of mutual trustand respect. Whatever our position or our nationalculture, we know how to make the best advantageof our differences.
we are always looking for new solutions in terms oforganisation, processes and products.
everyone, at every level, must feel free to take initiatives to move the company forward and aimhigher to be 2x bigger / 2x better.
we always aim to be the best and we are constantlytrying to improve. Through our simple and efficientway of working, we are able to translate initiatives into tangible results.
4 5
Our aim is to do “2x better” in our customerservice by providing for example on outstanding experience on the phone.
Our aim is for “2x better” in our working environment by facilitating the listening, the respect, the dialogue andthe exchange.
Our aim is for example to be “2x better” interms of creativity and innovation in the waywe conduct our business.
Our aim is “2x better” in our Corporate SocialResponsibility (CSR) by developing the bestpractices throughout the Group, in favour ofsustainable development and ecology, andalso about social questions.
Our aim is to create “2x bigger” opportunitiesfor our employees by supporting skill development (training, internal mobility, …)
Become the European leader in the
creation and distribution of
products, aimed at the Senior
market
OUR AMBITION
we are proud of our seniors and are delighted towork for them.
Our values
we like working together, in a climate of mutual trustand respect. Whatever our position or our nationalculture, we know how to make the best advantageof our differences.
we are always looking for new solutions in terms oforganisation, processes and products.
everyone, at every level, must feel free to take initiatives to move the company forward and aimhigher to be 2x bigger / 2x better.
we always aim to be the best and we are constantlytrying to improve. Through our simple and efficientway of working, we are able to translate initiatives into tangible results.
6 7
Our market is made up of different types of seniors.Focusing on our customers, listening to them andrespecting their individuality is the key to our success.
- The young seniors (55-65years old). They are active,familiar with the internet. The new Senior is not totallythe same : she buys in manydifferent ways with a lot ofrequirements, she is looking for adventure and a newsense of style. It is the May1968 generation, those of self-fulfilment who are alwayslooking for comfort, but amodern and current comfort.Finally, these generations feel‘young’ and not Senior !
- The Care free ones (65-74years old). They are just retired and intend to makethe most of life. They try toachieve what they havenever had the time to dobefore, such as travelling, leisure and sporting activities.
- The Senior Seniors (75-85years old and more). They will represent the segment with the highestgrowth potential : +57% estimated between2005 and 2030. They mainlybuy products that havebeen especially designedfor them, to follow thedevelopment of theirhealth. They purchasebased on their needs andrequirements.
55150 million seniors in Europe.A growth of 30% is expectedbetween 2005 and 2030worth more than 20 billionseuros. All seniors what evertheir age, are always lookingfor well being and this hasbeen Damartex’s beliefsince 1953 !
Our
challenge :
“To appeal to theyounger seniors, forwhom our valuesshould have realmeaning anddirection.”
A growing
market
60years 70years 80years
65 years 75 years 85 years
THE SENIORS : A GROWING AND VARIED GENERATION
years
6 7
Our market is made up of different types of seniors.Focusing on our customers, listening to them andrespecting their individuality is the key to our success.
- The young seniors (55-65years old). They are active,familiar with the internet. The new Senior is not totallythe same : she buys in manydifferent ways with a lot ofrequirements, she is looking for adventure and a newsense of style. It is the May1968 generation, those of self-fulfilment who are alwayslooking for comfort, but amodern and current comfort.Finally, these generations feel‘young’ and not Senior !
- The Care free ones (65-74years old). They are just retired and intend to makethe most of life. They try toachieve what they havenever had the time to dobefore, such as travelling, leisure and sporting activities.
- The Senior Seniors (75-85years old and more). They will represent the segment with the highestgrowth potential : +57% estimated between2005 and 2030. They mainlybuy products that havebeen especially designedfor them, to follow thedevelopment of theirhealth. They purchasebased on their needs andrequirements.
55150 million seniors in Europe.A growth of 30% is expectedbetween 2005 and 2030worth more than 20 billionseuros. All seniors what evertheir age, are always lookingfor well being and this hasbeen Damartex’s beliefsince 1953 !
Our
challenge :
“To appeal to theyounger seniors, forwhom our valuesshould have realmeaning anddirection.”
A growing
market
60years 70years 80years
65 years 75 years 85 years
THE SENIORS : A GROWING AND VARIED GENERATION
years
8 9
A MULTI - BRAND STRATEGYUNE STRATEGIE MULTI - MARQUE
8 9
A MULTI - BRAND STRATEGYUNE STRATEGIE MULTI - MARQUE
10
Bra
nd
va
lues
Born in 1953, the brand Damart islocated in France, Belgium,United Kingdom, Switzerland andGermany.
InnovationKnow-How - Intelligence
ConsiderationQuality - Relationships
VitalityDynamic - Now
PleasureEmotion - Well-being
Damart offers its customers ‘intelligent
clothes’ for all mo(ve)ments of life.This positionning expresses how the brand should beperceived by customers.The four brand values contribute to building the brandpersonality.
Damart’s new image is based on its strengths : quality, innovation, technical prowess, reputation associated with its history, choice for seniors … and adds new values : modernity, style, feminity. The new logo will symbolise these qualities from Spring Summer 2011.
Afibel offers to the Seniors customers a full col-
lection, elegant, fitted to their needs and rene-
wed throughout the season.
11
The commercial proposition is best described as : products providing comfort and good fitting,quality products offering good value for money,a unique look recognised by customers,large size.
Afibel, the mail order solution for the
elegant customers.
Afibel is catalogue based and trades in France, Belgium (since 2002) and UnitedKingdom (since 2003).
10
Bra
nd
va
lues
Born in 1953, the brand Damart islocated in France, Belgium,United Kingdom, Switzerland andGermany.
InnovationKnow-How - Intelligence
ConsiderationQuality - Relationships
VitalityDynamic - Now
PleasureEmotion - Well-being
Damart offers its customers ‘intelligent
clothes’ for all mo(ve)ments of life.This positionning expresses how the brand should beperceived by customers.The four brand values contribute to building the brandpersonality.
Damart’s new image is based on its strengths : quality, innovation, technical prowess, reputation associated with its history, choice for seniors … and adds new values : modernity, style, feminity. The new logo will symbolise these qualities from Spring Summer 2011.
Afibel offers to the Seniors customers a full col-
lection, elegant, fitted to their needs and rene-
wed throughout the season.
11
The commercial proposition is best described as : products providing comfort and good fitting,quality products offering good value for money,a unique look recognised by customers,large size.
Afibel, the mail order solution for the
elegant customers.
Afibel is catalogue based and trades in France, Belgium (since 2002) and UnitedKingdom (since 2003).
12 13
Tasty regional and traditional food specialities.
Ready-to-wear clothes forwomen over 50 years old,who are concerned about
quality, style and well-being.
A complete offer created toimprove life comfort and
maintain the independence of the older
seniors.
Comfort and well-being products in addition to Afibel
range.
An innovative collection for activeseniors looking for comfortable, easygoing clothes, adapted
to their leisure activities as well as totheir daily life.
CataloguesInternet
CataloguesInternet
CataloguesInternet
Cataloguesinternet
CataloguesInternet
1 shop (in Bruxelles)
1978Joined the Group in1991
1992 2007 2007
Product
offer
Distribution
channels
Locations
Launch 1974Joined the Group in 2010
12 13
Tasty regional and traditional food specialities.
Ready-to-wear clothes forwomen over 50 years old,who are concerned about
quality, style and well-being.
A complete offer created toimprove life comfort and
maintain the independence of the older
seniors.
Comfort and well-being products in addition to Afibel
range.
An innovative collection for activeseniors looking for comfortable, easygoing clothes, adapted
to their leisure activities as well as totheir daily life.
CataloguesInternet
CataloguesInternet
CataloguesInternet
Cataloguesinternet
CataloguesInternet
1 shop (in Bruxelles)
1978Joined the Group in1991
1992 2007 2007
Product
offer
Distribution
channels
Locations
Launch 1974Joined the Group in 2010
14
Web : 3 % of total salesTHE WINNING STRATEGY OF MULTI - CHANNELExceptional growth with the arrivalof the new Seniors who are morefamiliar and confident withmodern technology.
140 shops in Europe (principally in France andBelgium) with strong growth.Target : Double the number of shops in Francewithin the next 5 years.
This is the historical link between Damart andits clients : in France, United Kingdom,Belgium, Luxembourg, Switzerland andGermany, the catalogue is a dynamic distri-bution channel, for our market.
WEB
3%
SHOPS
25%CATALOGUES
72%
Damartex continues to develop a multi-channel distribution model so that it canestablish a 360 degree relationship with our customers.
The Group relies on the uniqueness of each channel : the complete offer withinthe catalogue, access to the web whatever the time, and close contact withour textile products on the shop floor.
The shop network:
25 % of total salesCatalogues :
72 % of total sales
SALES*
TOTAL686 M€
7,5 million
Active
customers
13 million of
orders
* Sales excl. taxes.
14
Web : 3 % of total salesTHE WINNING STRATEGY OF MULTI - CHANNELExceptional growth with the arrivalof the new Seniors who are morefamiliar and confident withmodern technology.
140 shops in Europe (principally in France andBelgium) with strong growth.Target : Double the number of shops in Francewithin the next 5 years.
This is the historical link between Damart andits clients : in France, United Kingdom,Belgium, Luxembourg, Switzerland andGermany, the catalogue is a dynamic distri-bution channel, for our market.
WEB
3%
SHOPS
25%CATALOGUES
72%
Damartex continues to develop a multi-channel distribution model so that it canestablish a 360 degree relationship with our customers.
The Group relies on the uniqueness of each channel : the complete offer withinthe catalogue, access to the web whatever the time, and close contact withour textile products on the shop floor.
The shop network:
25 % of total salesCatalogues :
72 % of total sales
SALES*
TOTAL686 M€
7,5 million
Active
customers
13 million of
orders
* Sales excl. taxes.
An organisation facing the future
1716
Damartex has a common coordination unit for all the Group :the Comex, discuss all subjects concerning Damart’s future.Led by Patrick Seghin, C.E.O Damartex, the COMEX includes :
Antoine de Fommervault for Damart FranceAndy Hill for United KingdomFrançoise Burlet for BelgiumJean-Marie Bouckaert for AfibelAlain Défossez for New Business andSwitzerland/GermanyGilles Damez for Industrial Development
The heads of the different business units :
The Directors of Group support functions
Alain Défossez for Strategy and Marketing.Central coordination for e-commerce and customer file management, brand positioning, strategic marketing and internal support to best practice sharing.
Ann Godelle for Human Resources.Central coordination to share best practices, coordinate HR development plansand remuneration policies.
Bruno Defache for Finance.Group accounting, treasury, support and challenge to commercial units, budgetand mid-term plan process.
Fabrice Lamarche for Supply Chain.Sharing advanced expertise in supply chain and logistics (from the factory to thecustomer), service and productivity levels and optimisation of processes in allareas.
Jacques Destobbeleer for Product Offer.For Damart brand, a centralisation of product offer constructed to create a strongand coherent brand at an international level.
Ovide Perrier for Information Systems for Damart. entral reporting with local presence, skills and infrastructures pooling.
Each Business Unit has its own Board of Directors. Themanaging director leads the CODI. Support functions also have a CODI : eg. the DSB CODI(DSB for Damart Support Business).
CROSS FUNCTIONAL
The CODI (Committee of International Directors)
The COMEX (executive committee of international
directors)
Damartex Support Business (DSB) :
An organisation facing the future
1716
Damartex has a common coordination unit for all the Group :the Comex, discuss all subjects concerning Damart’s future.Led by Patrick Seghin, C.E.O Damartex, the COMEX includes :
Antoine de Fommervault for Damart FranceAndy Hill for United KingdomFrançoise Burlet for BelgiumJean-Marie Bouckaert for AfibelAlain Défossez for New Business andSwitzerland/GermanyGilles Damez for Industrial Development
The heads of the different business units :
The Directors of Group support functions
Alain Défossez for Strategy and Marketing.Central coordination for e-commerce and customer file management, brand positioning, strategic marketing and internal support to best practice sharing.
Ann Godelle for Human Resources.Central coordination to share best practices, coordinate HR development plansand remuneration policies.
Bruno Defache for Finance.Group accounting, treasury, support and challenge to commercial units, budgetand mid-term plan process.
Fabrice Lamarche for Supply Chain.Sharing advanced expertise in supply chain and logistics (from the factory to thecustomer), service and productivity levels and optimisation of processes in allareas.
Jacques Destobbeleer for Product Offer.For Damart brand, a centralisation of product offer constructed to create a strongand coherent brand at an international level.
Ovide Perrier for Information Systems for Damart. entral reporting with local presence, skills and infrastructures pooling.
Each Business Unit has its own Board of Directors. Themanaging director leads the CODI. Support functions also have a CODI : eg. the DSB CODI(DSB for Damart Support Business).
CROSS FUNCTIONAL
The CODI (Committee of International Directors)
The COMEX (executive committee of international
directors)
Damartex Support Business (DSB) :
Damart FranceManaging Director : Antoine DE FOMMERVAULT76 shops/ 1589 employees
Turnover 2009/2010:
293 M€
FAC (Avenue de la Fosse aux Chênes in Roubaix)
Product division/ Christine BOCQUETFinance/ Bruno DEFACHEHuman Resources/ Ann GODELLEMarketing/ Stéphane CALONNELegal affairs/ Blandine BERNARDShops network/ Corinne MARCHAND
Clém (Boulevard Clémenceauin Hem)
Logistics/ Xavier RUYANT
DA (Boulevard de Fourmiesin Roubaix)
Customers services/
Xavier RUYANTInformation System/
Ovide PERRIER
DamartUnited KingdomManaging Director : Andy HILL4 shops/ 750 employees
Turnover 2009/2010:
109,5 M€
Bingley
Product Division/ Lynn CORDALLFinance + Customer services/ Stuart CREELEYHuman Resources/ Linda MONTGOMERYMarketing/ John BOTTOMLEYInformation System/ George VASILI
SteetonLogistics, mailing+print/ George VASILI
(Bowling Green Mills, Lime Street)
18
Damart BelgiumManaging Director: Françoise BURLET59 shops - 2 in Luxembourg/
379 employees
Turnover 2009/2010:
63,5 M€
Dottignies
Product division/ Myriam BELLOFinance/ Thierry FREMATHuman Resources/ Thierry FREMATMarketing/ Christophe STIENShops/ Chantal VAN DEN RULSupply chain/ Patrick DA CONCEICAOInformation System/ Ovide PERRIER
(23 rue de la Barrière de fer)
DamartSwitzerland/Germany
Director: Alain DEFOSSEZManager Switzerland/Germany:
Christine ZIEGLER
13 employees
Turnover 2009/2010:
20,3 M€
FAC (Avenue de la Fosse aux Chênes in Roubaix)
Lenzburg (Suisse) (Bahnhofstrasse 6 - Suisse)
President : Jean-Marie BOUCKAERT431 employees
Turnover 2009/2010:
153 M€
Villeneuve d'Ascq (129 rue Colbert and137 rue du 8 mai 45 - customers service)
Finance/ Charles DESQMarketing/ Sylviane AGUESSEBuying/ Emeric BOYERIS/ Philippe DUPONTInternational/ David GAUTIERHuman Resources/ Gérard LEVAUXCustomer services and logistics/ Bruno TESSIERCatalogue/ Philippe VANDENDRIESSCHE
New business
22 employees
Turnover 2009/2010:
35,7 M€
FAC (Avenue de la Fosse aux Chênes in Roubaix)
Director new business: Loïc BOUQUET
Sédagyl: Danielle TORRJours Heureux: Fabienne MACHULa Maison Du Jersey: Jean-Christophe BARROISDamart Sport: Loïc BOUQUET
DDI
33 employees
(Boulevard de Fourmies in Roubaix)
Director/ Alain VALCARCEL
DMT( Damart Manufacturing Tunisie) (Zriba)
167 employees
DA
19
DSB
Damartex CEO:
Patrick SEGHIN90 employees
(Avenue de la Fosse aux Chênes in Roubaix)
Supply chain/ Fabrice LAMARCHEInformation Systems/ Ovide PERRIER
Director: Alain DEFOSSEZ
FAC
Product offer/ Jacques DESTOBBELEERHomewear/ Florence NOTTEBOOMReady to wear/ Pam BOLLANDImageCommunication/ Marc SILLARD
Finance/ Bruno DEFACHEHuman resources/ Ann GODELLEStrategy and Marketing/ Alain DEFOSSEZ
(Boulevard de Fourmies in Roubaix)DA
Managing Director : Gilles DAMEZ
Commercial Department/ Patrice MARTINIndustrial Department/ Thierry VAYSSETTEFinancial Control/ Jalil RHLALOU
Z.I. Hammam Zriba 2 - Zaghouan - Tunisie)
Industrial Developpement Direction
Damartex Support Business
Afibel
and Delaby
Damart FranceManaging Director : Antoine DE FOMMERVAULT76 shops/ 1589 employees
Turnover 2009/2010:
293 M€
FAC (Avenue de la Fosse aux Chênes in Roubaix)
Product division/ Christine BOCQUETFinance/ Bruno DEFACHEHuman Resources/ Ann GODELLEMarketing/ Stéphane CALONNELegal affairs/ Blandine BERNARDShops network/ Corinne MARCHAND
Clém (Boulevard Clémenceauin Hem)
Logistics/ Xavier RUYANT
DA (Boulevard de Fourmiesin Roubaix)
Customers services/
Xavier RUYANTInformation System/
Ovide PERRIER
DamartUnited KingdomManaging Director : Andy HILL4 shops/ 750 employees
Turnover 2009/2010:
109,5 M€
Bingley
Product Division/ Lynn CORDALLFinance + Customer services/ Stuart CREELEYHuman Resources/ Linda MONTGOMERYMarketing/ John BOTTOMLEYInformation System/ George VASILI
SteetonLogistics, mailing+print/ George VASILI
(Bowling Green Mills, Lime Street)
18
Damart BelgiumManaging Director: Françoise BURLET59 shops - 2 in Luxembourg/
379 employees
Turnover 2009/2010:
63,5 M€
Dottignies
Product division/ Myriam BELLOFinance/ Thierry FREMATHuman Resources/ Thierry FREMATMarketing/ Christophe STIENShops/ Chantal VAN DEN RULSupply chain/ Patrick DA CONCEICAOInformation System/ Ovide PERRIER
(23 rue de la Barrière de fer)
DamartSwitzerland/Germany
Director: Alain DEFOSSEZManager Switzerland/Germany:
Christine ZIEGLER
13 employees
Turnover 2009/2010:
20,3 M€
FAC (Avenue de la Fosse aux Chênes in Roubaix)
Lenzburg (Suisse) (Bahnhofstrasse 6 - Suisse)
President : Jean-Marie BOUCKAERT431 employees
Turnover 2009/2010:
153 M€
Villeneuve d'Ascq (129 rue Colbert and137 rue du 8 mai 45 - customers service)
Finance/ Charles DESQMarketing/ Sylviane AGUESSEBuying/ Emeric BOYERIS/ Philippe DUPONTInternational/ David GAUTIERHuman Resources/ Gérard LEVAUXCustomer services and logistics/ Bruno TESSIERCatalogue/ Philippe VANDENDRIESSCHE
New business
22 employees
Turnover 2009/2010:
35,7 M€
FAC (Avenue de la Fosse aux Chênes in Roubaix)
Director new business: Loïc BOUQUET
Sédagyl: Danielle TORRJours Heureux: Fabienne MACHULa Maison Du Jersey: Jean-Christophe BARROISDamart Sport: Loïc BOUQUET
DDI
33 employees
(Boulevard de Fourmies in Roubaix)
Director/ Alain VALCARCEL
DMT( Damart Manufacturing Tunisie) (Zriba)
167 employees
DA
19
DSB
Damartex CEO:
Patrick SEGHIN90 employees
(Avenue de la Fosse aux Chênes in Roubaix)
Supply chain/ Fabrice LAMARCHEInformation Systems/ Ovide PERRIER
Director: Alain DEFOSSEZ
FAC
Product offer/ Jacques DESTOBBELEERHomewear/ Florence NOTTEBOOMReady to wear/ Pam BOLLANDImageCommunication/ Marc SILLARD
Finance/ Bruno DEFACHEHuman resources/ Ann GODELLEStrategy and Marketing/ Alain DEFOSSEZ
(Boulevard de Fourmies in Roubaix)DA
Managing Director : Gilles DAMEZ
Commercial Department/ Patrice MARTINIndustrial Department/ Thierry VAYSSETTEFinancial Control/ Jalil RHLALOU
Z.I. Hammam Zriba 2 - Zaghouan - Tunisie)
Industrial Developpement Direction
Damartex Support Business
Afibel
and Delaby
A forward-lookingstrategy to conquer all the
Seniors
