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It’s been several years already that l’inflation Hit France wiht full force. And the least we can say is that it has Repercussions on consumers For some department stores.
“We are not in turmoil”
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Many discount stores are constantly having been successful throughout France. This is the case of lidl, action, normal or even b & m. Thes stores attract customers by offering products varied at low cost.
It must be said that they offer products which range from food to decoration, including cosmetics and ready-to-wear.Conversely, there is a sign that is found in A period of big uncertainty.
According to information revealed by Le Parisien, This brand Well established in France could deeply review its strategy to deal with the economic crisis. Founded several decades ago, the Stockomani brand managed to make itself known thanks to its diversified offer and its unbeatable prices.
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Will this famous brand adored by French and French, stores will close?
Present mainly in Oise and Val-d’Oise, it now has 155 stores, including two in Switzerland, and
Amid a turbulent retail landscape, StockMani, a company employing 3,200 people, is taking bold steps to adapt to market challenges while maintaining its profitability. Despite the closure of several stores across sectors like ready-to-wear and decoration, the brand’s management remains optimistic about its future.
Philippe Thirache, CEO of StockMani, reassured stakeholders in an interview with the Parisian, stating, “We are not in turmoil. We have opened 26 stores in recent years. We have positive results and performance. We are profitable.” This declaration underscores the company’s resilience even as it faces a “fairly difficult period.”
Strategic Restructuring to Stay Competitive
To remain competitive, StockMani is undergoing a restructuring process that includes the “deletion of around fifty positions at the head office.” Thirache emphasized the necessity of this move, explaining, “A 60-year-old company needs to adapt.” The restructuring aims to modernize operations and ensure long-term sustainability.The company has assured employees that job postings will be filled “on the basis of volunteering only,” a measure designed to avoid “any fear of forced layoffs.” Unlike other brands hit hard by the crisis, StockMani has no plans to close stores in 2025. Thirache firmly stated, “We have never closed a store, and there is no question of doing it.”
However,unions remain skeptical,fearing a “disguised dismissal” and a gradual reduction in the workforce under the guise of modernization.
Expansion amid Challenges
Despite the restructuring, StockMani is not slowing down its expansion efforts. The brand plans to open three new stores in strategic areas: Villemomble in Seine-Saint-Denis, Annemasse in haute-Savoie, and Troyes in aube. These new locations are expected to strengthen the company’s presence in key markets.
Key Highlights of StockMani’s Strategy
| Aspect | Details |
|————————–|—————————————————————————–|
| Restructuring | Deletion of 50 head office positions; voluntary job postings |
| Store Closures | No closures planned for 2025 |
| New Store Openings | Villemomble, Annemasse, and Troyes |
| Union Concerns | Fear of disguised dismissals and workforce reduction |
A Balancing Act
StockMani’s approach reflects a delicate balance between adapting to market demands and maintaining employee trust. While the company’s leadership remains confident in its strategy, the unions’ concerns highlight the challenges of navigating such transitions.
as the retail sector continues to evolve, StockMani’s ability to innovate and expand while addressing internal concerns will be crucial to its success. For more insights into how other brands are managing similar challenges, read about the closure of 33 stores by an emblematic beauty brand.
Stay tuned for updates on StockMani’s journey as it strives to remain a leader in the competitive retail landscape.
Interview with Philippe Thirache, CEO of StockMani:
Editor: stockmani has been a well-known brand in France for decades. How is the company navigating the current economic crisis?
Philippe Thirache: We are taking proactive steps to adapt to the challenges. Despite the tough retail landscape, we have opened 26 new stores in recent years and continue to remain profitable. Our focus is on restructuring and modernization to ensure long-term sustainability.
Editor: Can you elaborate on the restructuring process?
Philippe Thirache: As part of our restructuring, we are deleting around fifty positions at the head office. This is a necessary step for a 60-year-old company to stay competitive. However,I want to emphasize that all job postings will be filled on a voluntary basis to avoid any fear of forced layoffs.
Editor: Are ther any plans to close stores in the near future?
Philippe Thirache: No, we have no plans to close stores in 2025. In fact, we are expanding our presence with new store openings in Villemomble, Annemasse, and Troyes. Our goal is to strengthen our position in key markets while maintaining our profitability.
Editor: What about the concerns raised by unions regarding potential disguised dismissals?
Philippe Thirache: We understand the unions’ concerns, but we are committed to transparency and fairness in our restructuring process. Our focus is on modernization and ensuring the long-term success of StockMani. We believe these steps are essential to navigate the current economic challenges.
Editor: How does StockMani’s strategy compare to other retail brands facing similar challenges?
Philippe Thirache: Unlike some brands that have had to close stores or make important cuts, we are focusing on growth and innovation. Our new store openings and restructuring efforts are designed to position us as a leader in the competitive retail landscape.
Conclusion
StockMani’s strategy reflects a balanced approach to navigating the economic crisis. By restructuring its operations and expanding its store network, the company aims to remain competitive and profitable. While challenges and concerns exist, the leadership’s commitment to transparency and innovation underscores its resilience and long-term vision.
