How did you start your career ?

My parents were market gardeners at Stains (93) where they produced radishes, dandelions, lettuce, leeks, onions and everything to do with trussing on two hectares. I was already helping them in the fields when I was 8. After getting my secondary school certificate (CEP) I wanted to do accounting but, as the eldest in the family, my parents asked me to join the family business.  I used to prepare the vegetables in the day and at dawn I used to go with my mother to sell them at Les Halles de Paris. I drove the lorry, a Bedford, and I unloaded it. I worked with my parents like this for a good ten years. But I wanted to become a salesperson for a broker. So I put an ad in the newspaper at Rungis and I was hired by a large operator at the Market’s fruit and vegetable sector. I went from salesperson to sales executive in this company, where I stayed for nearly twenty years. I had excellent results and for that my boss used to say that I was his ‘golden pen’. Furthermore, it was during this period that I earned the nickname Marcellette to avoid confusion with another work colleague who was also called Marcelle. And I have always kept the nickname. I left that company where I learned so much and on 1st April 1988 I took over another company in the fruit and vegetable sector that I called SAS Marcellette and became its CEO.

How did the business develop ?

Established at Les Halles de Paris for a long time, this company had moved to Rungis Market in 1969. In the first nine months of business, I tripled the turnover. Specialized in the sale of vegetables like carrots from Créances, strawberries and asparagus from Sologne or French endives from the Nord department, I expanded the line shortly afterwards with raspberries, Gariguette strawberries from Plougastel-Daoulas for which we are the agent, tomatoes (notably the famous Carmen variety, a pretty little vine tomato that is plump and delicious), cherries (Burlat, Summit), grapes (Chasselas, Moissac, Venas, Sicily), French unbranded melon, wild and button mushrooms and many other quality products, although no citrus. With us, it’s not so much the volume of products that counts, it’s their quality and freshness. I am very demanding about the quality of the products and I make that known to my producers to satisfy my clientele. Generally speaking, we sell 70% fruit and 30% vegetables. 90% are French products and almost all are quality certified products (AOC, Label Rouge) from small, traditional producers. Our clientele is composed of 85% retail trade (covered markets, Paris and provincial markets) and 15% semi-wholesalers (Ile-de-France and the provinces) and a few restaurants.

What is your strategy for development ?

We are known for being sure to have top-of-the-line products and, as a result, our strategy for development is based on finding and promoting good quality new French products as well as good quality small suppliers who really correspond to our line and whom I meet several times a year.

This was the case with the kiwi when it first arrived, the kaki (persimmon) and even for certain varieties of apples and pears. We are rather avant-garde in terms of the products we work and I select them myself. To remain independent and offer attractive prices, we don’t sell branded products.  

What is your opinion of the fruit and vegetable market ?

I believe we need to encourage consumption of fruit and vegetables by a positive, effective communication insofar as these products are good for your health. Prices have dropped this year and that should be passed on to the consumer. Having worked the land myself, I am for communicating more on the quality of French products and the know-how of French producers, who deserve to be helped and better rewarded.

What do you think of Rungis Market ?

Rungis Market is the great showcase for quality products and the know-how of French producers. The selection of the best products happens at Rungis thanks to the competence of its professionals and it’s the only place where there is such a broad range. However, the burden of the rents and charges is too high. Furthermore, it would be good to enforce stricter rules about parking alongside companies’ bays, which are too often used as parking spaces.