When did the company start?

The company was set up in 1930, at Les Halles de Paris, by my grandfather, Edmond Hervouet. He came up to Paris around 1920-25, and started working for a company that sold poultry. In 1930, he bought that company and founded SNC Hervouet, with my grandmother, who kept the books.
My father Edmond started working for the family business when he was 23 (1950) after his studies (law degree, DES public law, graduate of Ecole Supérieure d’Etat-Major, CPA-HEC). In 1973, on his arrival at Rungis, he got involved in the trade association and joined Unigros, later becoming its president. He played a major role in the building, development and extension of the Poultry and Game pavilion, particularly the cold facilities and health regulations. He was also CEO of Somavog, Semmaris board member, President of the poultry and game retail association, President of Fenscopa, President of CCI-94 and vice-president of the Paris Chamber of Commerce and Industry, President of the confederation of wholesalers, President of Ifocop and the CMS of Rungis.

When did you join the company?

I joined the family business in 1980, just when a large American company (IBM) had offered me a job. At the time, my father and my uncle Jean were partners. We took over the reins of the company with the latter in 1984, as my father was very busy with his other duties. It was a family-sized company with about ten employees, one special shipper representing 60% of the turnover, with four or five products marketed. The pavilion then numbered 27 professionals, compared to 14 now, divided into 9 groups, for a total volume of 80,000 tons/year. From 1986-88, I worked hard to get the entire pavilion air-conditioned, because only the platforms were air-conditioned at the time.

How did the company grow ?

We expanded our line with cuts (duck, turkey, chicken), foie gras, processed products and by developing the sourcing, which was a novel approach in the pavilion. As a result, we brought in several shippers rapidly and brokering became 80% of our turnover. In 1996, as my father was retiring, I agreed to take on various trade association and professional duties. In doing this, we merged with our neighbour, Courtin, run by Mr Bernard Boughanim.
In view of the considerable segmentation today, the operators need to have a better performing sales area and a new pavilion is required.

What products do you sell ?

Chicken – whole or in cuts, label certified or free-range – accounts for 60% of our volumes. Products bearing quality labels and markings represent 65% of our line and that goes for all our products, such as chicken, turkey, guineafowl, duck (duck breasts and all foie gras), rabbit, etc. and our line is essentially top-of-the-range.
In season, game accounts for 25% of our turnover. The new French regulations, which I helped define, mean that we can divide the sales between hunting seasons, which increases consumption. Furthermore, a truly French sector is developing with several actors and a brand called “Gibier de France”.

What is your view of the poultry and game market ?

In our sector, France is increasingly positioned on quality markings, which is encouraging. In addition, most of the products are sold fresh, contrary to our European and foreign neighbours. Today, out of a100% French production, 50% goes to major exports, 25% to conversion and 25% to the fresh produce sector. Even though it is not very present on the fresh produce market, foreign competition is still heavy in the conversion market and attempting to move into collective and even commercial catering.
After the sudden rise in raw materials, prices are stable again and household consumption is slightly up (+1.5%). However, it need to be encouraged by communication actions.
Over the next few years, France will have to deal with the new community regulations on indications of country of origin (AO) with the risk of having European products of lower quality than ours.

What do you think of Rungis Market ?

Rungis proposes an exceptional offer that exists nowhere else, and it is evidence of know-how, quality and a concentration of produce. Yet the real wealth of Rungis is the people with their skills and their passion and they should not be disregarded any more. However, the services still need to be developed and synergies need to be created, because the future of Rungis depends on harmony.