The domination of Amazon, Cdiscount or Zalando on online sales requires low -time French SMEs, strict rules and a loss of control over customer relations. However, several companies refuse to lock themselves in this dependence on large platforms to sell By implementing alternative strategies to find control over their distribution, image and profitability.
Invest in direct proprietary ecosystems
The company 1083, specialized in jeans manufactured in France, deliberately chose to favor its own e-commerce site from its beginnings. Thomas Huiez, its founder, has invested in an ergonomic site, enriched with stories on local manufacturing and product customization tools. This direct channel, coupled with very neat newsletters and a loyal community, now represents more than 80 % of its turnover.
By focusing on its own digital ecosystem, 1083 avoids dilution of its brand and retains direct access to customers’ data. This independence also allows him to control his promotional pace and not to submit to the periods of sales imposed by the marketplaces.
Rely on specialized physical circuits
The blue heating SMEs, which manufactures high -end leather bags in Aveyron, bypassing the referencing obligation on platforms by establishing selective partnerships with independent concept stores and specialized shops. Rather than seeking visibility at all costs, a heating blue favors of distributors who share its values of crafts and sustainability.
This strategy limits the volume but reinforces the perceived value of each product. The voluntarily organized scarcity makes it possible to justify a high price and to avoid image erosion often linked to the massive promotions practiced by large platforms.
Operate French alternative marketplaces
Rather than fueling global giants, some SMEs choose to join French marketplaces on a human scale. This is the case of brands like Hopaal, manufacturer of recycled clothing, which has occasionally teamed up with the eco -responsible platform Dream Act for event sales.
By relying on marketplaces aligned with their commitments, these SMEs can benefit from segmented visibility without denying their positioning. They also retain a more qualitative relationship with buyers, unlike the ultra-industrialized models of e-commerce giants.
Create internal private sales controlled
The sports rooster, for its part, internalized part of its private sales by creating a proprietary loyalty program which gives access to exceptional sales without going through generalist platforms. The offers are reserved for members recorded on their own site and presented as community privileges.
This method makes it possible to maintain a total control over commercial operations and not to devalue the brand by uncontrolled public braderies. The model builds loyalty without cannibalizing classic channels and preserves quality perception from the general public.
Bet on presale to limit stocks
The Asphalt brand has made the pre -order model its main sales lever. Rather than producing massively to feed stocks and then selling through platforms, Asphalte launches its products in presale solely on its own site. This method eliminates unsold, reduces financial pressure and removes the need to liquidate on Amazon or others.
By controlling the entire value chain, Asphalte strengthens its profitability while creating a strong expectation around each launch. This model requires an ability to maintain customer attention over time, but it allows almost total independence compared to web giants.
Develop powerful community strategies
Forlife, a brand of sustainable clothing founded by the creators of six & seven, has built its growth on the basis of a faithful community on Instagram and via a very active content strategy by email. By developing a direct link, without going through platforms, Forlife builds a relationship that goes beyond the simple act of purchase.
The members of the community participate in the choices of products, receive regular editorial content, and are the first informed of sales. This “community trade” strategy allows you to generate qualified traffic towards their own site without depending on Amazon or large intermediation platforms.
Use ephemeral stores to activate direct sale
Balzac Paris, a responsible ready-to-wear brand, regularly organizes pop-up stores in major French cities, in addition to its online sales. These temporary events make it possible to create a direct physical link with customers, to increase sales without intermediaries and to collect precious data to feed their CRM.
Pop-ups also strengthen the brand’s desirability, by creating exclusive experiences that would be diluted in a mass distribution. This event strategy offers an effective alternative to marketplaces, while enriching the customer experience.
Capitalize on the owner subscription model
Some French SMEs choose to go even further by integrating a subscription model directly on their e-commerce site. This is the case of Bergamotte, a French player in the delivery of plants and flowers, which offers its customers personalized bouquet subscriptions delivered regularly without going through any third -party platform. This formula allows them to smooth their turnover, better anticipate their production and strengthen their direct relationship with their buyers.
By controlling the entire purchase cycle, from order to delivery, Bergamotte preciously retains its customer data, brand image and ability to customize the experience. This subscription strategy provides them with a recurring income basis while protecting their independence from e-commerce giants, often focused on the occasional transaction without long-term loyalty.
