Robin Driver
Jun 7, 2021
With two decades of experience as a digital specialist to her name, Fleur Touchard has
served as director of digital and e-commerce in North America for French luxury childrenswear brand Bonpoint since May 2018. Her career has included a range of digital-focused roles at companies ranging from large national and international operations, such as French news magazine L’Express and Microsoft, to smaller startups.
French-born and expatriated in the U.S. since 2015, Touchard put this dual cultural perspective to good use supporting European companies in the development of their transatlantic operations, before dedicating herself exclusively to Bonpoint. In her most recent role, she has led the adaptation of this traditional brand, which was founded by Marie-France and Bernard Cohen in 1975 and is known for its high-end, 'Made in France' children’s fashion, to the unique digital needs of the North American market.
Privately owned by the EPI Group since 2007, Bonpoint reported a 10% reduction in its revenues due to the impact of the Covid-19 pandemic in 2020. The online channel currently accounts for 15% of the company’s sales, while 10% of its revenues come from the U.S., where the brand recently complemented its local network of six brick-and-mortar stores with the opening of a long-term pop-up in Connecticut.
This week, Touchard spoke to FashionNetwork.com via e-mail about her experience and her top strategies for European brands in the U.S., as well as her perspectives on the latest developments in digital, and the recent acceleration in the growth of the childrenswear market.
FashionNetwork.com: How do you think your previous experience prepared you for your role at Bonpoint?
Fleur Touchard: I have worked in large companies such as Microsoft and very small startups; it has made me very flexible, hands on and eager to learn.
20 years ago, when I started working in the internet, we had to test and learn. There were no KPIs, no data, podcasts or shared experience. When I had to launch the L'Express app in 2008, the iPhone had just arrived in France and we were among the first newspapers to make the big step! We had to mix what worked online with what we believed the usage for these new devices was going to be. Since then, I have taken inspiration from any industries and not only direct competitors.
FNW: Can you tell us about some of the most successful digital strategies you have developed for the U.S. market?
FT: To me, it's all about creating an ecosystem. The experience has to be flawless between the stores, the website, social media accounts, third parties or any other place where your brand can be found. I think the most successful strategies come together when a brand succeeds in providing a continuous experience throughout. Not the same experience, because every point of contact has its specificity, but you have to build a journey that has a unity to it. And digital is the cement.
FNW: Are digital strategies used by luxury brands evolving differently in Europe and the U.S., and if so, how?
FT: In Europe, luxury is about tradition and decades of savoir-faire. Some European luxury brands can get held back by their history and have more boundaries for themselves about what can or can't be done. Digital and luxury didn't match for a long time there, whereas the U.S. embraced it right away! I think that American customers are more mature in terms of usage, they are much more adventurous and curious about trying new things. No shame! But tables are shifting, and Asia is also changing the way luxury evolves.
FNW: What kind of adaptations do European brands need to make to succeed in the U.S.?
FT: I think that U.S. customers are accustomed to "services" in general and expect brands to interact and inquire about their needs. It is more of a dialog. It's not only the best price or the best product that makes a sale, it's the entire conversation and relationship with the brand.
European brands have to accept the criticism and feedback from customers, rather than being afraid of it. Not taking their audience for granted is what will make European brands succeed in the U.S. I think.
FNW: In your opinion, what’s the most interesting digital trend in the luxury industry at the moment?
FT: I love that some luxury brands are investing in augmented reality – makeup, watches, jewelry… In a way, it makes high end products accessible because anyone can try them on at home, but at the same time it is just an illusion. The application of AR is huge and it is a technology that has always fascinated me. I hope that we can move beyond the gadget aspect of it and give AR its lettres de noblesse.
FNW: How can traditional brands like Bonpoint adapt to digital and how challenging is this process?
FT: Not all the brands are made for digital, just as some brands are only meant for digital. Others can be both. To me, it is more about what your customers want – what are their expectations? Every new channel has to add to your brand, a new location, for example, or an e-commerce website. Digital can be intimidating but one can learn a lot from it. If Amazon can open a brick-and-mortar store, then any classical retail brand can start an online business as well!
FNW: How do you think the fashion landscape has changed in terms of digital in the wake of the Covid-19 pandemic? How can brands respond to these changes?
FT: It is true that people who resisted buying online had to go for it this past year. They were forced to. But these newbies bought the brands they knew before, and as soon as stores reopened, they went back there. The challenge is now for the brands to make sure that e-commerce is not only a backup when stores are closed, but a chosen path. And that going back and forth between retail and e-com and vice versa becomes natural.
FNW: There’s been a real acceleration in the growth of the childrenswear market over the last few months. What do you think is driving this shift?
FT: Baby boom! It is true that more brands, originally dedicated to adults, are now launching their kids’ lines. Children grow up and use their clothes much more than adults do. As their morphology evolves, their taste changes and so does their wardrobe. Also, parents are more inclined to "sacrifice" some of the budget they would spend on themselves for their children.
FNW: What growth has Bonpoint seen as a result of this acceleration?
FT: I am the kind of person to wait and see if a trend becomes a usage. Only time will tell! The one thing I can say is that I am very lucky and proud to work for a children luxury brand such as Bonpoint.