Many French regulatory structures still remain in thrall to Napoleon’s institutional legacy and are widely seen as key contributors to abiding French economic malaise.
President Sarkozy’s ambitious reforms, at home and abroad, are attracting much attention – not least (once more) in London last week, for his elevation of Anglo-French understanding to higher, friendlier realms.
Napoleon’s old gibe about Britain being a “nation de boutiquiers” should now be consigned to the poubelle.
He was, in fact, quoting Adam Smith, who was distinguishing between “a nation of shopkeepers” and “a nation whose government is influenced by shopkeepers”. British and French governments are largely less inclined to disparage the retail sector these days, seeing it rather as a driver and barometer of national prosperity and an employer par excellence.
Meanwhile, French and British retailers have grown to know and admire each other more. As Antoine Boudet of Les Échos says: “Some years ago, the great French retailers used, unhesitatingly, to proclaim themselves world champions, but many now admit that some British peers are well ahead in terms of range development and customer intelligence.”
However, he also observes that, when merging their leading electricals and DIY interests in the 1990s, the sharing of best practices by Sir Geoff Mulcahy and his colleagues with their French counterparts proved to be a two-way street; the French companies being equally able to outperform the British. “Ni vainqueur, ni vaincu” (neither winner nor loser), asAntoine says.
Consulted for this article, SirGeoff himself says: “Customers are very similar the world over. But, to be successful, you need to understand local customers and the local competition. Management need the right leadership qualities to develop an organisation with a common agenda. National cultural differences can then be developed into a competitive strength.
“It all comes down to having the right leadership, with a clear vision and the skills necessary to execute it. As Europe becomes one market, any organisation that can develop these skills should be in a much stronger position than a local competitor.”
A common agenda for a common market. But this will never be achieved without mutual respect and understanding. As the arriviste legions of second-home-owning Brits spread ever further across la douce France and shop in her markets and stores – which themselves, under their reforming president, are likely to grow ever more Anglo-Saxon in style (for example, in their opening hours) – maybe the Entente Amicale will become a reality. Peut-être.
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