The Saint-Michel biscuit brand export manager left the Saint-Michel Chef-Chef site, crossed the Atlantic and toured the Caribbean to sell madeleines to our islands. But why go get referenced in Saint Martin?
Although the costs of development, delivery, follow-up of a brand make it an unlikely return on investment, most of the products are present here. In a marketing strategy, the brand image takes priority over the short-term profitability of a development outside of France. In addition, Saint-Martin has the advantage of having an attractive, somewhat old-fashioned commercial structure which it only shares with Guyana: a multitude of small Chinese grocery stores. Sales negotiations with these distributors are done from person to person and without the pressure exerted by large supermarkets which prevent suppliers from having correct margins. These direct contacts with the sellers are essential and make it possible to adapt the products to the local market. In the example of Saint-Michel madeleines: developing a range of “snacking” that is healthier than chocolate bars, in small
individual packages that only exist in the islands and in Africa. The problem of “Best Use Deadlines” (BBD) must also be posed differently, since the product is sold 8000 km from the place of production. The BBD of the product can be postponed, the aim remaining not to make stock, but to work by delivery bearings, the product being sold as close to the factory outlet. And once the annual Caribbean tour is over, let the Saints-Martinois taste the madeleines and return to the more administrative part of the work of export manager! HM
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