© 2025 bb&b communication et marketing industriel
SOCIAL NETWORKS
Post by Mark Diran Boehm, CEO and founder of bb&b.
I have been working in and for industry for 35 years — first in Germany, then in France — in various technology marketing roles. France’s place on the global industrial stage has always been a subject of particular interest to me, to the point that I made it the raison d’être of bb&b, my company.
Now, as the economy slows down and certainties waver, I see a sudden attachment to an industrial heritage that has long been kept at arm’s length. There are calls to ‘save’ French industry, warnings about the loss of sovereignty, and criticism of the government for its lack of commitment — all in the name of economic patriotism. And, as is often the case, we are turning to the welfare state to correct what has been allowed to slip away over the decades. While attitudes may be changing, the situation remains precarious.
However, there is a blind spot in this vision: international competitiveness does not depend solely on taxes and charges, but also—and above all—on marketing and communication:
It goes without saying that exceptions prove the rule…
Under these conditions, it is difficult to win the battle in a globalised market. Yet France has advanced technologies, skilled human resources and a long history of openness to the world.
We must measure ourselves lucidly against the competition and move forward with tenacity on the path to differentiation. That is the plan. There will be no miracles, but progress is within our reach.
I have been working in and for industry for 35 years — first in Germany, then in France — in various technology marketing roles. France’s place on the global industrial stage has always been a subject of particular interest to me, to the point that I made it the raison d’être of bb&b, my company.
Now, as the economy slows down and certainties waver, I see a sudden attachment to an industrial heritage that has long been kept at arm’s length. There are calls to ‘save’ French industry, warnings about the loss of sovereignty, and criticism of the government for its lack of commitment — all in the name of economic patriotism. And, as is often the case, we are turning to the welfare state to correct what has been allowed to slip away over the decades. While attitudes may be changing, the situation remains precarious.
However, there is a blind spot in this vision: international competitiveness does not depend solely on taxes and charges, but also—and above all—on marketing and communication:
- How many industrial SMEs have a real marketing team? Not enough.
- How many of them put forward a simple, clear and consistent value proposition, tailored to an international audience? Even fewer.
- How many position their brand, with precision and consistency, in a carefully chosen market segment? Virtually none.
It goes without saying that exceptions prove the rule…
Under these conditions, it is difficult to win the battle in a globalised market. Yet France has advanced technologies, skilled human resources and a long history of openness to the world.
We must measure ourselves lucidly against the competition and move forward with tenacity on the path to differentiation. That is the plan. There will be no miracles, but progress is within our reach.
