Conquering the French market in four steps: Arnaud Barboteau, formerly a footwear entrepreneur and now a consultant in the same sector (in photo left, from LinkedIn), outlines the strategies an Italian brand in the premium segment could follow. He explains how and where to allocate its budget and what obstacles one might encounter along the way. The French market is the subject of an in-depth analysis that you can read in the June issue of La Conceria, coming soon. In 2025, France was the top destination market for Italian footwear, according to Assocalzaturifici, and while a large share consists of shoes produced in Italy by major French luxury groups, another significant portion comes from sales of footwear bearing Italian brands.
Conquering the French market in four steps
What are the requirements for entering the French market?
It’s clear that this depends on positioning, product type, and distribution strategy. A premium Italian brand must capitalize on a specific expertise that is highly valued in the public imagination. Italy enjoys a very strong image linked to craftsmanship, high-quality leather, and premium finishes. “Made in Italy” remains a major draw for French consumers, especially when it comes to leather goods. Therefore, regardless of the product category, the brand must rely on premium materials like leather to maintain consistency with the high-end perception associated with Italy. Finally, the entire launch strategy (communication, image, and events) must be perfectly aligned with the brand’s identity and DNA to ensure a clear and credible perception in the French market.
Should one rely on a local distribution partner? Or perhaps a network of agents?
Again, it depends on the brand’s positioning and its growth objectives. For rapid market penetration, relying on a local distributor can be an effective solution. However, choosing the partner is crucial, as they must have a network that aligns with the brand’s positioning, image, and price point. Depending on commercial ambitions and distribution goals, some brands will prefer an exclusive distributor, while others will opt for a network of multi-brand agents to maintain greater flexibility. In any case, the key factor remains the ability to surround oneself with partners who have a distribution network perfectly aligned with the brand’s strategy.
How should an investment budget be allocated?
It’s difficult to answer because we’d need to know more about the brand. In the case of a wholesale strategy, a significant portion of the budget should be allocated to participating in Parisian trade shows, which remain essential for developing a distribution network and quickly gaining visibility among buyers. Conversely, in a B2C strategy focused on e-commerce, investments should concentrate on digital channels: social media, press relations, influencer marketing, content creation, and traffic acquisition. The goal should be to quickly build a strong and recognizable brand image in a particularly competitive market.
What is the main obstacle a brand might face?
The main risk is failing to differentiate oneself sufficiently from what is already available on the market. The premium footwear sector is extremely competitive today, especially in the segment of high-end Italian-made leather shoes. A new brand must therefore present itself with a clear distinguishing feature. This differentiation can take various forms: a strong design identity, an immediately recognizable visual signature, technical innovation, or a particularly refined customer experience.
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