A FEW COMMENTS ABOUT NEW CAREERS IN MARKETING WITHIN LUXURY AND FASHION INDUSTRIES
THE GLAMOUR OF THE « ONE AND ONLY » AND INTERNATIONAL INFLUENCE
France is the cradle and Paris the world capital city for Luxury and Fashion industries with a 90 billion euros revenue, and where prestigious and international designer labels in sectors like fashion design, leather craft, jewellery, clocks and watches, perfumes, tableware, gastronomy can be found…
These statutory Labels eventually broadened their territory for artistic expression by creating affordable access products, which represent growth factors, that may or may not belong to their business category. As a matter of fact these products are closer to day-to day life, and thus closer to mass market in terms of prices and distribution process. Perfumery is example number one in this field.
Ces Marques statutaires ont au fil du temps agrandi leur territoire d´expression artistique en créant des produits d´accès, leviers de croissance, en appartenance ou pas à leur catégorie de métier, plus inscrit dans le quotidien et donc plus proches du grand public tant en terme de prix qu en terme de distribution. Le parfum en est le 1er exemple.
From tailor-made to ready-to-wear, to use or to decorate, from individual to collective, from arts and crafts to factory-made, from national to international, Trademarks reorganize their global strategy on different and very competitive markets so as to cope with significant economic issues.
We should add to this factors the complexity of globalization, where everything goes faster and faster, and everything gets possible, thus creating simultaneously a multiple aspects mobility with a decline of statutory logics and the uncertainty of society towards the new difficulties the world has to face.
A CREATIVE MOBILITY
In this confused environment, creativity, search for a meaning, personal expression can define a way to live and to build some kind of future, since men and jobs can meet by sharing educational and cultural values.
Consequently Luxury trademarks will pursue further in what they have always excelled in, that is to say being a constant source of amazement through products and services based in the same place…Trademarks become « Maisons » with an address.
THE NEW FOUNDATIONS OF MARKETING
Marketing, a key actor in trademarks development, and thus deeply rooted in day-to day life of companies and consumers, must get ready to face the future by anticipating the movements in society, the consumer’s behaviour and relations to luxury and fashion.
Globalization, changes in distribution techniques, new communication technologies, short-lived consumer populations come to modify the tools to understand hyper-segmented markets, and direct the marketing functions towards more creations of the Trademarks’value.
For instance, shall we talk more about « Client share » than « Market share »,and about « Discovery places” rather than» « shopping places »
ÀThrough our knowledge and expertise of Luxury and Fashion industries, we can lay emphasis on the following functions :
- Trademark management, which is a fundamental in the international marketing process.
- Creation management, with the knowhow of a craft and innovation skills
- Prospective marketing management, surveys and analysis of fashion trends, customers’behaviour, evolution and mobility of targeted consumers…
- Relational marketing, that is to say managing long time relationship with customers, creating new « educational » or even« experimental » services.
- Merchandising management, which is « sell out » oriented, and deals with the trademark identity by pointing out specific products as well as getting a satisfactory rate of return on selling places and shops.
And more traditional functions such as:
- Group Manager on a product line
- Product Manager
Multicultural talents
Were it in terms of company’s profiles or international experiences, various professional cultures meet and cooperate, draw mutual inspiration from each other and actually contribute to the international influence of Luxury and Fashion industries.
- Marketing experts, coming from the mass distribution sector, results oriented and aiming at a profitable development of Trademarks.
- Fashion stylists working for the car industry
- Spa professionals developing Luxury hotel industry
- Creative designers signing a unique line of cooking utensils or sports equipment……co-branding !
« Tomorrow Luxury will be nomadic, ludic, multi-sense oriented and unique”, so they say.
BERNARD KRIEF RESSOURCES HUMAINES helps you in finding Luxury and Fashion Marketing experts with appropriate human and professional skills for this future environment.
Medicare, a booming source of employment
LIFE EXPECTANCY
"A demographic trend leading to job creation"
Who would complain about such a bonus ?
French people gain three months lifetime every year.
As of today, men live an average 74,6 years, women live an average 82,2 years.
This trend towards a longer lifetime will significantly change the organization of the Healthcare Sector.
As a matter of fact, the increase in lifetime also means an increase in the number of dependent people.
As a result elderly people who need daily care will increase significantly till 2040.
The number of elderly people requiring daily care will increase from 795 000 in 1999 to 1.3 million people in 2040.
The number of people with a lifetime longer than 85 years old will double by 2025, and triple by 2040. The rate of dependency among elderly people is of 10% at the age of 80, 18% at the age of 85 and 30% at the age of 90.
This dramatic demographic boom in the old aged population has been widely underestimated until now.
Le parc actuel de 520.000 lits doit en effet conduire à la création (selon les scénarii) de 304.000 à 620.000 places supplémentaires en 2025.
Our Public and Associative Healthcare System is not in a position to absorb the financial impact of such a demographic trend.
As a result, the Private Sector has been developing very rapidly since 1994, and faces a fast growing demand.
Numerous E.H.P.A.D (Homes for elderly dependant people) and R.P.A (Homes for elderly people) are created every year.
As a result this sector faces a high level of recruitment needs.
It is a well-known fact hat we already lack nurses and nursing personnel in general. But we also lack executives to work in this sector.
Apart from nursing people, these Homes also need managers.
According to the Deputy Minister in charge of elderly people, around 200 managing positions are vacant at the moment. Besides half the population of managers in this sector will retire in the next ten years, while the profiles required for these jobs have deeply evolved.
Apart from handling the relationship between patients, patients' families and tutors, Directors of E.H.P.A.D. and R.P.A. are in charge of optimizing occupation rates in their Homes and are responsible for all administrative aspects.
Most " wanted " profiles
Administrators and Managers : EHPAD and RPA Managers, Regional Directors, Business Units Directors, Operations Managers , Development Managers, and specialists to ensure the relationship with guardianship.
Lawyers : Specialists in social affairs and human resources
Financial Executives : controllers, CFO, Purchasing Managers
Real Estate specialists : real estate agents, engineering, project managers, maintenance and security agents and managers
Medical executives: physicians, psychologists, nursing personnel and supervisors.
Entering this sector while coming from another one should not be done without deep motivation.
As a matter of fact these jobs require high human qualities.
Compassion for elderly people, diplomatic and communication skills will be necessary to succeed in this field
Here's the last interview of Pascal Pignol-Deneuvy, Responsible for the Real Estate Department of Bernard Krief Human Resources.
"The recruitment process is becoming professionalized and uses less and less empiricism and co-opting"
Bernard Krief Human Resources, one of the specialists in recruitment and human resources advising, revived its property department four and a half years ago. Its head, Pascal Pignol-Deneuvy, tells us about its area of activity and its approach and touches on the new trends in recruiting.
BusinessImmo: Tell us about Bernard Krief Human Resources..
Pascal Pignol-Deneuvy: The Bernard Krief Group was created 45 years ago by Bernard Krief himself. Then 12 years ago Anne-Marie Haugou recreated the company specialized in recruitment and human resources advising: Bernard Krief Human Resources.
We're a reasonably sized firm, with a dozen consultants dedicated to head hunting (the direct candidate approach), who depend on a 7-person research team. Bernard Krief Human Resources is a generalist firm of which one of the areas of activity is property.
BI: What is your positioning in the property sector?
PPD : "Our positioning covers all the property-related domains and occupations: asset management, property management, marketing/consulting, financing, promotion...in residential as well as commercial property. We are also active in a very complementary sector, construction and public works, with a strong expertise in technical management and construction site management. To that add functional occupations, namely, administrative and financial director, director of marketing/communication, legal director...Bernard Krief Human Resources positions itself more specifically on middle and upper management posts."
BI: Have you seen some changes these past few years in the area of recruitment and on a larger scale in human resources in the property sector?
PPD : "Absolutely, and that's also why it seemed pertinent for us four and a half years ago now to create a property department with Anne-Marie Haugou, CEO of Bernard Krief Human Resources.
Up until these past few years, property was a very operational sector, very field-oriented, very franco-French with medium-sized enterprises and therefore problems that were hardly complex in terms of human resources. The financialization of the property sector, the appearance of new occupations, internationalization and the phenomena of mergers have markedly changed the deal. There are more and more director posts to be taken into consideration-commercial directors, financial directors, directors of human resources...The recruitment process is being professionalized and uses less and less empiricism and co-opting. As proof, it is for the very operational positions, where address books could suffice, that the profiles that are requested of us correspond with the criteria of strong requirements in terms of training, experience and self-management skills and with a typical search approach."
Another major problem for recruiting in the property sector is the old standby story of the age pyramid, which is currently becoming very real and is beginning to pose real problems, in particular for independent companies in the region.
Problems regarding handing down companies and competency come up and we have to help our client-partners find the future managing directors of tomorrow-a phenomenon that will increase in the next 5 years. Our role then is to constantly try to anticipate the future and foresee the changes in such and such property sector in order to better advise our client-partners as well as our candidates, the future managers and leaders of tomorrow. These changes include the phenomenon of pre-urbanization, changes among white collar workers, financialization and internationalization of the property sector. Or construction-the effort put into the architecture of buildings, the attention paid to the environment, the focus put on research in terms of technology and new products."
BI: What methods and lessons has Bernard Krief Human Resources taught you where your property approach is concerned?
PPD : "The firm has a long history-45 years of experience-and has known how to keep clear principals and a strong ethic with a tailor-made approach for our clients and candidates, regardless of the economic cycles and the trends on the recruiting market (bringing firms together in large organizations, large-scale web sourcing, etc.).
A few principles: quality and time invested, responsiveness and... confidentiality. Principles that we apply in the property department by creating client loyalty regardless of the sectors and keeping large hunting territories. In effect, we clearly prefer to work in a true partnership with our clients by sector than to try to work with the entire market, which in a few years anyway would either make you a prisoner of your market or go take back the candidates you placed!
True to the reputation in this area like in the entire Bernard Krief Human Resources firm, around 90% of our assignments are done by direct approach with an important, quality back office that allows us to have good candidates in the shortest time, with extensive interviews coupled with behavioral tests. Our philosophy is the opposite of résumé sales and super-quick face-to-face or telephone interviews for qualified candidates!"
BI: What stages have you gone through since the creation of the property department?
PPD : "The first year was dedicated to making ourselves known to property professionals. We took advantage of how well-known Bernard Krief Human Resources was. In three years, our work has born fruit with growth in our activity. Today, we are recognized as one of the major actors on the market in head hunting in the property sector. Proof is in the fact that in 2006 we will take on 30% more assignments than in 2005 while placing the priority on developing customer loyalty through a partnership approach."
BI: Is salary still the main factor for changing jobs and what profiles are the most sought-after by employers?
PPD : "Pay conditions remain a major consideration for candidates, in particular for jobs related to development, investment and asset management. That being said, salary and incentives are no longer the only determining criteria in job choice. Having quality working conditions and being welcomed into the company family have become motivating factors to attract strong competency. Flexibility of hours and organization are especially appreciated by young moms in particular. Some companies seem to be adapting well to these new demands, as long as performance and efficiency follow. We also observe more and more candidates leaving for province, more specifically to the South and the West.
First and foremost, companies are looking for candidates that are at ease with themselves. Personal balance is taken into account more and more. Likewise, we're looking for colleagues with rational intelligence and management skills more than just expertise alone.
Finally, the financialization of property brings in more international players. Consequently, English has become mandatory and a second foreign language-Spanish or German-is especially valued."
Interview by Gaël Thomas
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