Some French brands have decided to limit the use of digital and automation as much as possible. They prefer craft methods or more human distribution circuits. This approach arouses the interest of a clientele in search of authenticity and proximity. These atypical successes show that it is possible to build a sustainable economic model without relying exclusively on the latest technological advances.
Claim artisanal know-how
Consumers are increasingly turning to “homemade” products designed by real craftsmen. Workshop Toffery, reference to French jeans, focuses on the transmission of family know-how, inherited for four generations. Rather than using ultra-modern machines, the company favors traditional equipment and manual work, guarantees of quality and singularity.
The parts produced in limited series seduce a clientele in search of sustainable clothing and history carriers. This highlighting of the human gesture also gives an exclusive side to the collections. The rarity, far from being a brake, then becomes an argument of weight to justify higher rates. The margins made allow to invest in better working conditions for employees and strengthen the brand image. For the entrepreneur, it is the opportunity to build a strong universe, where each piece evokes the passion of the handmade and the traceability of its making.
The bet of the room and the short circuit
Reducing dependence on technology sometimes requires the choice to integrate into a solid local network. The Bec Hellouin, in Normandy, illustrates this approach based on permaculture and direct sale. Few machines circulate there: the work of the earth is done mainly by hand, while respecting ecosystems. This approach appeals to consumers, ready to pay an additional cost to support agriculture without pesticides or outrageous mechanization. By targeting proximity points of sale or by directly welcoming customers to the farm, these producers reduce intermediaries and develop a relationship of trust. They also free themselves from certain vagaries (equipment failures, expensive high-tech investments) and can focus their budget on staff training or quality improvement. The emphasis on transparency and humans strengthen the loyalty of buyers, which have become real project ambassadors.
The choice of disconnection in stores
In the distribution sector, some French brands are betting on stores where technology remains discreet. Day by Day, specialist in bulk grocery store, offers for example spaces without automatic funds and invasive digital loyalty systems. Customers fill their reusable containers and exchange directly with staff on the origin of products or seasonal revenues.
This model limits expenditure in sophisticated payment terminals and data collection. In return, customer relations is based on advice and conviviality, an added value that the large distribution circuits sometimes struggle to offer. For an entrepreneur, the challenge consists in training the teams to guarantee an impeccable service: the absence of “high-tech” must be compensated by the quality of the speech and the warmth of the reception.
Put humans at the heart of marketing
Companies that assume anti-technology often rely on communication turned towards direct contact and proof by example. The French briefs, despite a strong presence on the internet, insists on crafts and production in France. Its strategy is based more on authenticity and humor (offbeat advertisements, collaborations with traditional brands) than on ultra-targeted digital campaigns.
This proximity is reflected in the manufacturing workshops, regularly highlighted on social networks, but always with a view to humanity rather than algorithmic prowess. The customer feels invited to discover the reality of a business on a human scale, where the word given has more impact than the use of a chatbot or performance metrics. For the leader, it is a way to cultivate a solid image and to convert prospects into faithful convinced of the craft approach.
Repair rather than replace
Finally, structures such as envy, insertion network that collects and renovates household appliances, demonstrate that anti-technology can also rhyme with social responsibility. Employees are trained to diagnose breakdowns and extend the lifespan of products, in a workshop where the screwdriver takes precedence over the last maintenance robot. This method responds to an increasing demand for alternatives to “all disposable”. By positioning themselves on repair and resale at a low price, these companies open the way to an economic model which values human competence. The workshops become places of transmission of know-how and solidarity, which strengthens the local impact. For entrepreneurs who choose this orientation, the challenge consists in finding adapted funding and distribution channels, but success with customers sensitive to anti-winnings can ensure lasting growth.
