Michel Chevalier, photo by Aela Niget-Powers
By Aela Niget-Powers, Student at ESSEC Business School
In today’s fast-paced world of modern organizations, the role of a leader is crucial to fostering employee morale and teamwork, shaping the overall corporate culture and core values, and setting an example through innovative change to achieve the aforementioned objectives. In an age characterized by rapid connectivity and interdependence, the significance of effective leadership has required a complete overhaul of the responsibilities and expected abilities and character of the one chosen for the position. Globalization has ushered in unprecedented opportunities and challenges, demanding leaders to navigate unchartered territories of international waters deftly. A leader’s influence permeates every facet of an organization, steering its trajectory towards the objective of the high seas or entrance into stagnant conditions, to eventually founder due to inadequate forecasting methods and foresight. This raises the pivotal question: how can a leader skillfully craft and eloquently communicate a compelling vision, ensuring that all members are united by a shared purpose?
I had the honor of conducting an exclusive interview with Michel Chevalier, who now imparts his knowledge to the brightest millennials at esteemed educational institutions in Paris, France. He holds an undergraduate degree from HEC, an MBA, and a DBA from Harvard University, where he specialized in marketing and retailing. In 1970, Mr. Chevalier began his career as a consultant at the Boston Consulting Group. He then transitioned to the S.C. Johnson group in 1976, ultimately assuming the pivotal role of General Director for S.C. Johnson in Venezuela.
His career subsequently led him back to France to become General Manager of Paco Rabanne Perfumes, where he then also purchased and managed the Paco Rabanne Fashion activities.
He then moved to Asia to take on further leadership roles including Vice-President at Bluebell Asia, based in Tokyo and Hong Kong, and a term as President of Revillon Luxe. In 1996, he served as the steadfast President at Parfums Gres, exemplifying a career distinguished by unwavering dedication to strategic leadership and global expertise.
Innovation: the key to igniting growth and driving efficiency
Mr. Chevalier conveyed the critical role of “innovation” in the swiftly evolving landscape of contemporary business. He underscored that, in any leadership position, it is imperative to embody a forward-thinking mindset, continuously exploring novel pathways for growth and operational efficiency. Innovation stands as the lifeblood of sustained progress, demanding the ability to discern emerging and relevant technologies, adapt to constant market shifts, and lead the way in devising inventive solutions to multifaceted challenges. Drawing from his personal experiences at Paco Rabanne, Mr. Chevalier articulated the gravity of this imperative. He encapsulated it succinctly:
“A perpetual commitment to innovation is not just essential; it is the linchpin for driving both growth and efficiency.”
In the domain of luxury, as some esteemed brands such as Dior and Chanel have meticulously crafted enduring and iconic fragrances that withstand the test of time, other houses such as Paco Rabanne have countered with a reputation for embracing a more avant-garde and boundary-pushing aesthetic, consistently positioning itself to maintain a fervent pace of innovation. This brand steadfastly endeavors to challenge established norms and conventions, both within the realms of fragrance and fashion.
“When an individual chooses a dress from Paco Rabanne over one from Dior or Chanel, it is often due to the perception that it better reflects modern and contemporary fashion. This proclivity toward innovation derives from the aspiration to resonate with a consumer base that is more intrepid and venturesome, one that is drawn to creations that are both distinctive and audacious. Therefore the need for innovation is even more predominant. “
Michel Chevalier had to constantly be capable of helping to find more innovative and creative ways to increase growth. In the long run, this commitment to innovation positions the organization at the forefront of its industry, ensuring survival and sustained success in an ever-evolving global marketplace.
Embracing market nuances: A crucial requirement for success
In the dynamic landscape of international markets, as highlighted by Mr. Chevalier, a director overseeing a diverse product portfolio must adopt a practical approach when venturing into new territories. Each market possesses its own preferences, necessitating a readiness to explore and implement diverse strategies.
“At Johnson, products are tailored according to the specificities of the regions. However, this stands in stark contrast to the approach taken by the luxury sector, where differentiation in the global market does not exist.”
In the realm of luxury, it is imperative that the identical product is launched from a single country and subsequently made available universally without any alterations. Yet, Luxury brands must also factor in international idiosyncrasies in order to preserve their houses. Mr. Chevalier illustrated this concept using the example of Dior and their fragrances, “Eau Sauvage” and “Sauvage.” In the perfume industry, the markets within distinct regions exhibit overall scent preferences, with Europeans leaning toward citrusy fragrances and Asians gravitating more toward floral. Despite their similar names, these two products are fundamentally distinct. Favored by southern Europeans, “Eau Sauvage” features top notes of lemon, bergamot, and rosemary, satisfying their aesthetics. The iconic figure linked with Dior’s Eau Sauvage is the French actor Alain Delon. In contrast, “Sauvage” boasts an invigorating opening of bergamot and pepper, followed by spicy and floral heart notes. The choice of Johnny Depp as the face of “Sauvage” in advertising campaigns has been integral to its success. His significant popularity in American culture has attracted attention to achieve remarkable financial results.
“Even though the names sound similar, these two perfumes are different and cater to distinct market preferences. Adhering to these criteria in your market strategy is crucial.”
Embracing innovative approaches is a proactive step towards adapting and thriving in diverse landscapes.
Adaptability: The ability and foresight to adjust strategies in response to changing market conditions or internal challenges
The importance of adaptability became evident in the face of an unprecedented situation. When Paco Rabanne literally believed and predicted the apocalypse would occur in August of 1999, based on his research of the astrologer Nostradamus, the stakes were incredibly high. The General Director, resolute and undaunted, embarked on a negotiating journey, showcasing his unwavering determination.
“I recall the time when Paco Rabanne believed the world was ending in August. When I asked him about his plans for the next day, he responded, ‘What a trivial question if the world is coming to an end.’
Despite initial hurdles, he steered through the intricacies of the deal with a blend of astute strategy and unwavering resolve. He also managed the internal instability triggered by their leaders’ ominous prediction until the month passed calmly without apocalyptic concern.
Structure: the backbone that ensures we stand tall and resilient in the face of life’s challenges, the blueprint that guides us to work together toward the organization’s success, and the hidden scaffolding that supports our aspirations
The culmination of our discussion focused on the leader’s primary role in designing and securing a structured approach to the organization’s objectives. Whether in personal or professional endeavors, structure endows individuals and organizations with the capacity to pursue their goals more clearly and effectively. Mr. Chevalier emphasized how establishing a structured routine, including consistent wake-up times, a dedicated workspace, and the cultivation of small habits that increase self-discipline, contribute significantly to personal development, furnishing the scaffolding which supports the overhaul of the organization. Throughout the conversation, Mr. Chevalier underscored the final conclusion:
“Every morning I step into my workplace with a sense of fulfillment. However, it’s crucial to acknowledge that when in a position of leadership, it’s imperative not to harbor attachments. Depart without lingering. The reverse is seldom advantageous.”
I would like to thank Mr. Chevalier for sharing his valuable insights.
Aela Niget-Powers
Aela is a student at ESSEC Business School, holding dual French and American citizenship. Committed to her passion for the arts, she attends night classes at l'école du Louvre to further her knowledge and appreciation of artistic expression. Aela has explored diverse cultures worldwide, fostering a global perspective. Her editorial endeavors are driven by a desire to elevate conversations, infusing them with a nuanced exploration of the dynamic interplay between art and society.