Business leader of the month: Franck J Moison (EDHEC GE 1975), Chief Operating Officer, Emerging Markets & South Pacific, Colgate Palmolive-USA

Could you tell us something about your career path and what you have learnt from it?

After earning an MBA at Michigan University in 1978, I spent a year doing my military service and then began my career as an assistant product manager at Colgate Palmolive. That was 34 years ago and I still enjoy it. I learn something new all the time.

I stayed with Colgate as they gave me the opportunity to begin an international career 2 years after I joined them. I travelled to every continent after that and changed jobs about every 2 years. I’ve moved 12 times altogether!

So I started with a job as product manager in Italy. After 6 years, I went to New York as associate marketing director for AJAX international operations. This gave me 2 years experience of managing a global brand at international level and learning how a multinational sells itself abroad. Then I got a job as Marketing Director in Switzerland. This was where I got my first business restructuring experience, and then I spent 3 years as Marketing Manager for Italy.

After 3 years, I came back to France to manage the Household Cleaning Products/Detergents division. I left marketing and moved into sales. The sales experience was crucial for me to get a general management position after.

In 1996, I became VP and General Manager of the Italian subsidiary that I knew every well as I’d already been product manager and marketing director there. With this experience, I was asked to manage the Central Europe and Russia area in 1998. This was a rapidly growing market following the fall of the communist regime: Russia, Central Asia, Central Europe and Turkey. It was fascinating and there was so much to do. But in 1998 we got a real wake-up call after the massive devaluation in Russia. The markets shrunk significantly. That meant I had to quickly learn how to manage a major crisis and change tack. It’s during the difficult moments that we learn the most. You have to expect the worst and be ready for it.

In 2000, I was appointed to manage the Western Europe area, based in Paris. I doubled sales, doubled the profits and sold off brands. After 4 years, the European head offices moved to Switzerland and I add Eastern Europe and South Pacific to Western Europe general management. This meant I was managing low growth in Europe and very high growths in South Pacific.

In 2007, my boss became CEO of the Colgate group. He put me in charge of global marketing, R&D and all of the group’s production (President Global Marketing, R&D and supply chain), which counts 25,000 employees and 52 factories. Managing engineers and doctors in chemistry is pretty intimidating! At the same time it’s wonderful to have a job that stretches you, pushes you to your limits and makes you learn again. I listened and listened and listened… to understand the way to do things and to build a team that works as one man and has a unique goal in line with sales and marketing and R&D strategies. I also used a lot of common sense. You can manage a multi-discipline team when you have a good dose of common sense. You mustn’t be afraid of having people around you who’re better than you are, either.

Since February 2010, I’ve been Chief Operating Officer for all emerging markets and South Pacific. I’m in charge of global projects with responsibility for operations in Asia, Russia, Latin America, Africa, Middle East and South Pacific for the Tahiti, Paic Vaisselle, Colgate, Lacroix brands. Furthermore I work with the chairman of the Group on all the strategic projects, the definition of the world budget, the acquisitions and " succession schedule " executives.

What are the group’s key figures and activities?

Colgate: 17 billion dollars in turnover, 38,000 employees

52% of sales in emerging countries, 20% in the USA, 20% in Europe and 8% in Japan

4 main families and a few annex activities:

-          Global leader for mouth hygiene products (Colgate, Tonygencil, Elmex …)

-          N° 2 in the world for body care products (Palmolive, Sanex, Tahiti Douche, Protex …)

-          N°1 in the world for household cleaning products (Ajax, Lacroix, Paic, Genie …)

-          N°1 in the world for fabric softeners (Soupline …)

-          Leader on the market for dogs and cats health activities sold via veterinary surgeons (Hill's)

What’s the outlook?

The group is one of the best in its category and has developed an extremely concentrated strategy with a very limited product portfolio. The group has extricated itself from several low-profit categories. Our strategy is working well. We’re n°1 in the world for bucco - dental healthcare, very far in front of the number 2.

First, we’re driven by the emerging countries. In 2015, they’ll represent 88% of the global population. At present they consume half of what Europeans and Americans consume. 30% of Indians don’t use toothpaste. The group is thus gradually winning them over to toothpaste via very low-cost products (less than 20 centimes). That means we have a huge market share and growth reserve in the emerging countries.

Second, for European and American countries, our strategy is to develop more therapeutic products. We moved from anti-decay products to toothpaste that takes care of the gums to one designed to protect sensitive teeth….

What do you think are the key factors for success?

Common sense, the ability to listen

Developing the ability to plan ahead

Total integrity

Having the courage of your convictions. Management need to here to what the young people intuitively come up with. Above all, don’t just say what the boss wants to hear but give your opinion. “You’re paid to succeed not to please!”

What advice would you give to students?

Choose work placements in organisations with a good reputation, abroad if possible, especially in emerging countries.

Take advantage of the extraordinary progress the School has made in developing a first class network of partner universities and business schools.

What links do you have with the School?

I’m president of the International Advisory Board (IAB). I regulary exchange my point of view with Olivier Oger and Richard Simonin. IAB is making a passionating work on EDGEC's strategy.