Today, Vendôm speaks with Jérôme Dumas, Retail Director France of the iconic Montblanc brand, with an impressive career in the sales sector, both on the front stage and behind the scenes for prestigious luxury homes.
In particular, he explains to us how important it is for young talents wishing to build a career in luxury, to go through the stages one by one and to nurture their career path with multiple experiences. He also allows us to enter into the spirit of the Montblanc house: to be above all synonymous with a significant, unique and wonderful moment in the lives of their customers, while being more than a luxury item, a "companion” of their daily life.
Vendom Talents - Tell us about your different experiences at the major luxury brands where you worked. What did they bring you?
Jerome Dumas - I have always wanted to work in luxury. It was a world that attracted me very early on in life. One of my grandfathers worked for Christian Dior and my mother worked in the tourism sector and in luxury hotels. I therefore immersed myself in this universe very early on and I wanted to pursue a career there through retail, which interested me more particularly and, once again, thanks to my family, since my father owned stores selling ready-to-wear and sporting goods. When I was younger, I participated in sales, inventories, etc. So, I combined these two sectors, sales and luxury.
I started my career at Le Bon Marché in the early 2000s, in women's and then men's ready-to-wear; I learned a lot there, first of all from a managerial point of view. But it also allowed me to acquire a certain culture of fashion, ready-to-wear and, overall, luxury.
I then joined Hermès, which was one of my dreams. I was in charge of opening stores in Qatar. I first opened a Hermès store on the artificial island "The Pearl" and then I opened other boutiques for the Puiforcat and Saint-Louis brands. It was at Hermès that I learned about the notion of excellence, luxury craftsmanship, a sense of detail, the notion of service and customer welcoming. It was during this period of time that I realized that serving was a very noble function.
When I returned to France, I worked for Louis Vuitton at the Champs-Elysées. I wanted to understand how to provide a luxury experience in such a large store that were welcoming so many customers every day. I then joined Tiffany & Co, which was a very enriching experience since I had the chance to be responsible for different stores, from the "corner" of Galeries Lafayette to the flagship on the Champs-Elysées.
I then went to Montblanc to assume a role that had an overall responsibility compared to just the physical sales sites, while remaining very connected to the field.
VT - Based on these different experiences, what are for you the keys to not only a successful and innovative customer experience, but also a successful and innovative employee experience?
JD - I meet students or young employees who want to pursue a career in luxury and in retail in particular. I always suggest that they have a very clear vision of their journey, to anticipate things and at the same time to be patient. We must not skip the stages; each experience brings something.
Luxury retail requires availability and a lot of energy to succeed. The collaborator must understand that the notion of serving is gratifying and, once again, noble.
As for the customer, to satisfy him and meet his expectations or even exceed them, you must first know how to listen to him and take the time to take an interest in him. Knowing your client perfectly is essential. This is the only way to be able to offer him a personalized or even individualized experience at each visit. And there's nothing more satisfying, on a personal level, when a customer sends you an email thanking you for your time in the store. It makes you want to surpass yourself, to go even further. We keep the feeling of accomplishment, at least of having known how to make a person happy.
VT - You arrived at Montblanc just a year before the crisis. How did the brand manage to bounce back at that time in terms of retail and customer experience?
JD – In reality, the crisis has only accelerated trends that were already taking shape. We had to arm ourselves with a lot of creativity and be reactive in order to compensate for the closing of the shops. Our goal has always been to stay in touch with our customers.
For example, our sales staff were able to make contact with their customers by video calls to make purchases from a distance. It has also happened to us that loyal customers were not present when new collections were launched. To make sure they didn't miss the launch, we offered them presentations by video call in unusual locations with distinguished guests. Leaving no customer aside helps build loyalty. Everything must be done for the benefit of the client. In fact, a brand must be agile, flexible and be able to respond quickly to customer expectations wherever they are. In a way, it's the store that moves, virtually, to customers.
I think that today online stores and physical points of sale have found a complementarity.
VT- The Mont Blanc brand is no longer just synonymous, internationally (like most luxury brands) with their first creations. It is also now known for their perfume, leather goods etc. How do you explain the diversification of luxury brands that have been around for some time?
JD – We ensure that Montblanc products, whether a writing instrument or a piece of leather good, are truly life companions for our customers. They must mark an unforgettable moment. A Montblanc pen, for example, is often given on the occasion of a diploma, a first job or another celebration. Likewise, our leather goods become everyday objects for our customers. At a time when we are talking a lot about urban mobility, we reacted to the business lifestyle. Thus, our backpacks, pouches, briefcases, etc. can be used both during your working week and during your weekends.
VT- Personalization, finding yourself in the values of a brand for a client, wouldn't it be the key to success?
JD – The personalization of the product gives the customer the feeling of its uniqueness. He really takes ownership of the product and, as I just said, makes it a life companion.
VT - Finally, what are your expectations for innovative recruitment initiatives such as the “Excellence by Vendôm” fair?
JD – For me, it is double. My primary ambition for this fair is to make the House, Montblanc, known and to share my passion for it. I want to show Montblanc in its reality, in its daily life, by highlighting what the House offers in terms of professional development. I usually say that one of the great strengths of our house is the freedom we have to express ourselves and to come up with new, even completely disruptive ideas. We leave the field free to the expression, to the entrepreneurial spirit of the collaborators.
Then, the second objective that I set myself for the “EXCELLENCE by Vendôm” fair is to be able to meet candidates. That's how I see this event: a link between talent and a luxury house.
