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In France, pet food decisions follow two logics : scientific and emotional The French pet food industry is a paradoxical landscape. Procurement teams operate with the precision of veterinary science, yet the market is shaped by consumers who increasingly treat their pets like family members. Behind every formulation choice lies a mix of nutritional rules, regulatory caution, cost constraints and emotional expectations. This duality creates a market where decisions evolve slow

In France, formulation requires patience, not pressure Selling food ingredients in France requires a specific mindset.Where other markets value speed and early adoption, France prioritises method, evidence and long-term consistency. Buyers test extensively, validate cautiously and move forward only once every uncertainty has been removed. For foreign suppliers accustomed to shorter sales cycles, this rhythm can feel unusually slow. Yet behind it lies a strategic logic: protec

Entering France requires method, not improvisation. Here are five recurring mistakes that can sink even the best B2B suppliers, and how to avoid them. 1. Targeting the wrong audience Many companies start by contacting distributors or large retailers, assuming they hold the keys to the French market. In reality, the best entry point is often elsewhere: with industrial users, co-packers, or niche manufacturers looking for specific expertise. Without clear segmentation, efforts

France combines high potential and high friction. For foreign suppliers, it often feels both promising and puzzling, a market where opportunities abound but progress takes time. While France remains one of Europe’s largest B2B and consumer markets, its attractiveness hides a complex reality: fragmented ecosystems, multi-layered decision networks, and strong regional specificities that challenge even experienced exporters. A rich but fractured landscape In France, opportunity

In France, co-packers and contract manufacturers are not just production partners. They are true gatekeepers of the market. They control access to the industrial ecosystem and to distribution networks. Without them, even the best product can remain stuck at the entrance of the value chain. For a foreign supplier, this invisible network represents both an opportunity and an obstacle. You cannot grow without it, but you cannot enter it without first earning its trust. A market

In France’s food and beverage industry, packaging isn’t just a box or a bottle. It’s a statement of trust. For buyers, primary packaging represents far more than protection. It signals compliance, safety and brand consistency. For foreign suppliers, this subtle shift from protection to perception is often where first impressions fail. A market where conformity beats creativity French buyers operate within one of Europe’s most regulated food systems. Every format, layer and la

France is often seen as the “Holy Grail”  of the food and beverage industry, a country of taste, quality, and strong consumer brands. Yet, for many foreign suppliers, it’s also a maze: highly regulated, deeply local, and driven by relationships that outsiders rarely see. Every year, dozens of international companies test the French market with good intentions and great products but limited traction. Why? Because success in France doesn’t depend on what you sell. It depends on

Every year, hundreds of companies spend thousands of euros trying to “test” the French market.They book a stand at a trade show, meet prospects, or appoint a local agent. And yet, a few months later, the same conclusions come back: No sales No real visibility No actionable data No clear idea of what went wrong Why ? Because they acted without a proper study beforehand.Because they confused action with strategy. 1. Being active doesn’t mean being relevant Taking part in a trad

“Our product is doing great in Germany.” It’s a sentence I hear often.And for many companies, it sounds like a compelling argument. But...

“We already have a distributor in France.” This sentence comes up often and for many companies, it sounds like a strategy. In reality,...

“We’ve succeeded in Germany, Italy, the US… why would France be different?” That’s the sentence we hear most often. And it’s precisely...