How did the company start ?

We created Penja on 15 January, 1985. The company is named after the village of Penja, 100 km from Douala in Cameroon, the site of the farm (250 ha) producing exotic flowers and foliage that was our first supplier. As these large exotic leaves were not at all common in France, they were very popular from the start. We moved to Rungis in 1986, with 10 m2. Lacking any means, we got off to a slow start. Although new, the line was limited, with five or six varieties of flowers and about twenty leaves, all coming exclusively from Cameroon. However, we had an enthusiastic reaction from florists.

How did the company develop ?

We had to expand the line very quickly, since florists are always looking for novelties. The Cameroon farm in which we now have a stake gave us the opportunity. It then belonged to a French family and was primarily producing fruit. The wife of the owner, Mrs Claire Caplain, an extraordinary lady with whom we are now partners, had created a small crop of flowers (5 ha) for local markets. We were given a free hand to develop the flower and foliage production, which gradually replaced the fruit crops throughout the farm. That is how we became producers. From a hundred employees initially, the farm now employs three times that number. Located in a humid, tropical area, the soil is exceptional. In addition, we have always travelled all over the world in turn looking for rare, new products, with an eye trained to spot the products that will please our clientele, which the producers themselves sometimes ignore. This selection of products is what has made our line so original and built our company’s reputation. As a result, our stall has expanded from its original 10m2 every year and is now 1,300 m2. Whenever we felt the need to push back the walls, an opportunity would come up and we never let it pass. From one employee in the first year, we now employ thirty people. The development was very gradual.

What is your development policy ?

In the flower line, we are developing an increasing number of varieties, shapes and colours. The same is true for the leaves. In addition, we are filling out our line of objects (seeds, fruit, creepers, wood, etc.) that are decorative elements perfectly matching the trend among florists. Our complete line has just over 1,500 listed products. Most of our sales are in France with 55% in the provinces and 45% in Paris. We tried to open up distribution points in the provinces, but as the sales were too low, we re-centred our activity at Rungis by creating a commercial team assigned to the provinces where the average order is over €250. The shipping is completely outsourced. In the years ahead our challenge will be exports. It only represents 3% of our turnover today, but it should rapidly go up to 20% with the markets in neighbouring countries, new Europe and the Middle East, where there is a demand.

How is the cut flower market faring ?

The market is essentially changing its distribution methods, inasmuch as florists are also changing. We are still optimistic because the demand is still there, just as consumers still have good taste and the desire for flowers. It is up to us to adapt to the demand, by proposing an innovative, coherent choice that evolves and surprises, in a service mindset.

What is your opinion of Rungis Market ?

We have been at Rungis for over twenty years. Rungis Market is the key to our survival and an unavoidable place to be for florists. It is a vector for development and innovation. However, it should be more flexible, more practical, more welcoming to the clientele, with a better organization (for instance, an information desk in the flower building, a trolley service, etc.).