Degrenne, a Norman company specializing in tableware since 1948, closes its factories in Asia and takes the turn of the made in France. Géraldine Hottier Fayon, president of the company, talks about the issues behind this relocation strategy.

Expensive but promising relocation for Guy Degrenne. Under the impetus of its shareholders Diversita and the German group Vorwerk, the company is repositioning itself on the French market, accompanied by Géraldine Hottier Fayon who took charge in September 2019. “We have important ambitions on the increase of made in Europe and made in France”, Says the manager.

Today, the Degrenne house sports the label Entreprise du Patrimoine Vivant which distinguishes it as one of the emblematic companies of French artisanal and industrial excellence. The brand's exceptional know-how is thus more highlighted and proudly presented during Heritage Days. Degrenne is gradually learning to enhance its positioning to make it a strength and a selling point.

From Bangkok to Vire to get closer to local players

In 2017, the closure of the cutlery factory in Bangkok initiated repatriation within the Norman cradle. Degrenne's strategy aims to rely on French production tools to gradually relocate all of its activity there. The cradles of exceptional know-how that are the Vire factory, for silversmithing, and the manufacture of Limoges, for porcelain, are then the object of large investments to renovate the buildings and acquire new machines.

At the same time, the brand constitutes a network of reference craftsmen, in Europe but above all in France, for products that it does not manufacture in-house. While all of Degrenne's textile production came from abroad, the company approached textile specialists in the Vosges. “For a few months now, Degrenne has been offering its customers a brand new collection of cotton and linen, entirely made in France.. says Géraldine Hottier Fayon. In this dynamic of relocation, the company makes it a point of honor to properly conclude the agreements that unite it with its former suppliers. “We want to take care of this transition”, She maintains.

How to absorb the costs of this repositioning of production? For Géraldine Hottier Fayon, staying anchored in an economic reality is essential. “The made in France strategy is not a pretext to sell at an exorbitant price”She adds. It is important to think about a way of working with materials that limits the waste during the different stages of production, logistics and packaging.