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125
REPORTAGE
A NEW
GENERATION IS
CALLING THE
SHOTS
What are your responsibilities at
Ligne Roset?
Antoine Roset
: I manage the
US subsidiary, which represents
45 distributors in Canada, the
United States and South America.
I also oversee certain strategic
developments in France, including
the Internet.
Olivier Roset
: At our headquarters
in Briord, I share responsibility
for the marketing and creation
activities with my father, Michel
Roset. I supervise the English
and Italian subsidiaries, and
the development of Ligne
Roset Contracts, our corporate
department, which accompanies
major hotel groups, and supplies
upscale restaurants and cruise ships.
In your opinion, what are the
strengths of the company?
O. R. :
Our exclusive distribution
network, in France and the rest of
the world, was a masterpiece of
my grandfather Jean Roset and his
sons Pierre and Michel. It allowed
us to overcome the pressure of
mass distribution. The company
remained a family business, which
streamlines decision making. It is
an asset that enables us to quickly
adapt to the market. .
A. R. :
I believe that people
appreciate our unconventional,
avant-garde, trend setter style,
but also our way of working. The
know-how of our staff and the
performance of our manufacturing
plants are very important assets.
Consumers today want to know
where and how a product is made.
Is the label "Made in France" an
asset?
A. R. :
It is certainly an advantage
in terms of image. We are the only
French company that manufactures
contemporary furniture within
France, with a smart combination
of craftsmanship and technology.
We uphold a craft tradition that is
very dear to us. It is part of France's
reputation in the world.
O. R. :
We create and manufacture
luxury furniture that is not
"standard" furniture, and this
cheekiness has earned us our
success. This insolence, in the
collective mind, is part of the
French cultural identity.
How does Ligne Roset develop
internationally?
A. R. :
Our success is self-
explanatory; we can boast 700 sale
points in 70 countries. International
sales account for more than 60% of
our sales. We are well established
in Europe and America. Our
expansion in Asia (including China,
Korea, Japan) is very fast and
enthusiastic. But there are some
cultural challenges.
What do you mean?
A. R. :
For example, our consumers
in "old" Europe are familiar with the
concept of craftsmanship. They
know that quality manufacturing
takes time. In America or Asia, it's
different. The act of purchase is
more spontaneous but the product
must be delivered very quickly.
So you need to adapt in terms of
logistics.
O. R. :
Adapting to local markets
without losing our identity is a real
challenge.
You are highly committed to
sustainable development. Is that
a part of your brand image?
O. R. :
We are very forward-
thinking in this area. Our
production is always integrated with
local resources in the communities
where we work. Respecting the
environment is a critical part of our
work. The 45,000 square meters
of our furniture plant in Saint-Jean-
le-Vieux are heated with the wood
dust we recycle. We use recycled
plastic in many of our products
including our Rope carpets and the
hulls for our Ettoriano chairs. I could
mention dozens more examples.
In September, our sites will receive
the ISO 50001 certification for our
improved energy management.