ACQUISITION - INTERVIEW - JÉRÔME TACQUARD, MANAGING DIRECTOR OF GALAPAGOS, ON THE ACQUISITION OF FAUCHON AND HIS PLANS FOR FAUCHON HOSPITALITY
The man who is now at the helm of Fauchon has more to say about his ambitions and plans for the group's hotel division. |
|
ACQUISITION - INTERVIEW - JÉRÔME TACQUARD, MANAGING DIRECTOR OF GALAPAGOS, ON THE ACQUISITION OF FAUCHON AND HIS PLANS FOR FAUCHON HOSPITALITY
The man who is now at the helm of Fauchon has more to say about his ambitions and plans for the group's hotel division. |
Catégorie : Monde - Économie du secteur
- Interviews et portraits
- Rachats groupes ou hôtels - Interviews
Interview de Vanessa Guerrier-Buisine le 11-06-2024
On 28 May, the Breton group Galapagos, known for its iconic brands such as Gavottes and Biscuits roses de chez Fossier, announced the acquisition of Fauchon, a “jewel of French gastronomy” that is also a player in the luxury hotel industry.
Founded in 1886 by Auguste Fauchon, this institution has been a symbol of French gastronomic excellence for decades. With 85 outlets in 15 countries, the company also has a remarkable international presence. Fauchon is also a hotel brand, Fauchon L'Hôtel, already present in Paris and Kyoto, and, since 2022, a gastronomy school, L'École Fauchon, located in Rouen.
As Fauchon enters a new era, Jérôme Tacquard, Managing Director of the Galapagos Group, takes over the reins of the company. To understand the motivations and ambitions behind this strategic acquisition, Journal des Palaces spoke to him.
Jérôme Tacquard shares with us his renewed trust in Jacques-Olivier Chauvin as head of Fauchon Hospitality and his vision for the future of Fauchon in terms of hotel development and synergies between the group's different brands. One objective for Galapagos: to continue to promote the French art of living throughout the world.Journal des Palaces: What are your ambitions in terms of hotel development? Which countries or cities are you targeting for this development?Jérôme Tacquard: Our ambition is to have a collection of around ten properties worldwide by 2030, based on our three hotel concepts: Fauchon 5* city hotels, Fauchon luxury residences and Fauchon villas.
Our preferred development areas overlap with the regions where the Fauchon brand is best developed and most recognised: Europe (France, Portugal, and Switzerland), Japan, where we want to establish a presence in Tokyo, and the Middle East, with the United Arab Emirates, Qatar, and Kuwait in our sights. Finally, North America is also a priority development target for the brand in all its businesses.What synergies are you planning to develop between the Group's different brands?We have many synergies, especially internationally. Fauchon is present in fifteen countries, Gavottes in 80. We are quite complementary in terms of our locations. Galapagos has an office in Hong Kong, Fauchon in Tokyo…
We'll be able to pool our teams to activate networks and develop our brands. Galapagos, for example, is very familiar with the American market and its specific characteristics. Fauchon wants to return there, and partnership projects are underway… It all makes sense.Are you planning any changes to the hotel offering?First and foremost, I have renewed my confidence in Jacques-Olivier Chauvin, who has been at the helm of Fauchon Hospitality since its creation. A third property is due to open in Riyadh, Saudi Arabia, in 2026, with half a dozen more to follow by 2030.
Our aim is not to operate Galapagos hotels directly. We will therefore be relying on partners, providing them with Fauchon's expertise and products.How will you select the partners with whom you will develop the hotels planned for 2030?The criteria have remained unchanged since the creation of Fauchon Hospitality in 2018: we are teaming up with investors who are strongly attached to the “Fauchon l'Hôtel” brand, who share our values of tradition and innovation, and who want to develop their hospitality business over the long term through outstanding assets.
These include historic buildings that have been renovated, such as our hotel in Paris, or properties that need to be repositioned at the top end of the market, such as those in Kyoto, or built from scratch, such as those in Saudi Arabia.
Our operating model is based on setting up an ad hoc management structure or using carefully selected benchmark operators.
|
|
