Guida Bulba: Corps & Voix

Grenoble Life’s Shonah Kennedy meets Guida Bulha of Corps et Voix, a trainer and consultant in oral communication.

As a teacher I have the privilege to meet a vast array of people.  I am constantly amazed, entertained and, more often than not, pleasantly surprised.  One of the people I had the pleasure of meeting was Guida Bulha of Corps et Voix.  Below Guida explains what she does, how she does it and what benefit it could be for you.

Shonah: How do you describe what you do?

Guida Bulha: Well, I am a trainer and a consultant in the oral communication area – working the body and the voice.

Shonah: What does the process do for people?

Guida: This helps people to speak with greater confidence and conviction, and communicate more effectively in both business and social environments.

Shonah: What have been some benefits for past clients?

Guida: To develop their self-esteem has permitted some of them to find new customers.  For some public speaking with more confidence and for others to find jobs, etc.

Put simply: to develop their skills in their professional field.

Shonah: How did you start in your business? What is your background?

Guida: I began my career as a language teacher and translator; after that, I worked in several companies. Today I bring together my experience in international business, communication and marketing, and my experience in the voice field.

Guida Bulha working with a client

Shonah: When did you start doing this line of work and why?

Guida: I started in April 2008. More than ten years ago, I participated in a vocal workshop. There, I discovered that the voice – my passion – was much more than a simple emission of sounds. The voice is “something” fragile and powerful. It was a great surprise for me. Therefore, I decided to push my discovery further and I undertook training in this area.

Shonah: What is the link with workshops or training sessions – such as public speaking, telephone interactions, front-line workers, sales, team building – and the body and the voice?

Guida: People who work in these areas use their voices to communicate.  You know, the most important part when you communicate is the non-verbal language, and that the voice is embodied in … the body. To equilibrate these three parts of communication. I mean; the body, the voice and the word, are fundamental. If you want to be heard and understood.

Shonah: How long have you been in Grenoble?

Guida: I have been here for 19 years. I saw the mountains and I fell in love.

Shonah: How do you help people to help themselves?

Guida: I help them to find – or to be conscious – that they have in themselves the resources to communicate. I accompany people to find the confidence in themselves.

Shonah: What are your plans for the future? 

Guida:  Well, I want to develop in other directions. I think particularly in the English speaking community. I want to propose to them workshops and training sessions to improve French or to improve their skills in public speaking or other themes. In French or in English. It is also possible to work the voice to sing or to speak. Just to find the pleasure to be confident.

Shonah: Thanks so much to Guida.  If you would like to contact Guida for further information you can do so through her website at Guida Bulha Corps et Voix.

Guida Bulha in action

Thierry Grange

Grenoble Life talked to Thierry Grange, Dean & Director of Grenoble Ecole de Management, about educational reform, shaping the future of Grenoble, and designing and building motorcycles.

Grenoble Life: What is your role at the Grenoble Ecole de Management and what does this involve?

Thierry Grange: My role is to provide human and financial resources to deploy properly our mission which is to contribute to companies’ performance by providing skills and knowledge. It implies structuring academic activity to set goals and to control their execution.

GL: Tell us about your experience in Africa and Asia . How did your time working in developing countries inform your later decision-making and career choices?

Thierry: I was working as a project manager for setting up industrial facilities – steel work, paper mills, and cement plants – in emerging and developing countries. This has given me good experience in human resource management and in creating a capacity to achieve goals.  I developed, in this first part of my professional career, my great interest for entrepreneurship. Probably, this is the reason why I accepted to work right from the start on the Grenoble Ecole de Management ‘project’.

GL: You once founded and ran a motorcycle manufacturer. What are some of the similarities between working in this environment and running a business school?

Thierry: The similarities are in the importance of the production process. A business school is about transforming brains from a student perspective to a professional perspective just as designing and producing motorcycles is a process of transformation – fortunately on a much less sophisticated ‘raw material’.

GL: In your opinion, how must the French higher education system develop to make itself more competitive?

Thierry: The French higher education system is undergoing a major reform which will transform its mission from public service towards contractual learning. This will involve carrying forward the universities’ contribution to the improvement of society and not only to the development of bright students.  

GL: What three professional achievements are you most proud of?

Thierry: I’m most proud to have contributed to the development of a business school that is now recognised as a European player. Another pride is to have had the chance to go to the end of my dream: designing and building motorcycles. Finally, I am very proud to have professionals that have worked with me for years and that still say hello to me every morning – human relations is the greatest achievement for me.

GL: How has the business environment changed in France since you co-founded Grenoble Ecole de Management, and how has the school contributed to this change?

Thierry: The business environment has definitely become more global, more competitive and offers more opportunities. Our school contributes to this evolution by accepting the rules of global competition and by teaching the necessary skills to create value within this new reality.

GL: How has the learning and training environment changed since the school was founded?

Thierry: The learning environment has changed by becoming more pro-active: students have good ideas on what they expect to learn and business schools have better knowledge of the specificities of corporate demand in terms of what professional profiles businesses require.

GL: How is the Grenoble Ecole de Management involved in changing the future of Grenoble ?

Thierry: Grenoble Ecole de Management is a leading institution in the world competition both in training and research and is contributing to the global visibility of the city. Grenoble Ecole de Management is one of the founders of the GIANT project, alongside Grenoble-INP, the CEA, ESRF, ILL and EMBL, that will greet an integrated campus combining industry, research and education in the Western part of the city. 

GL: What do you love about Grenoble ?

Thierry: The culture of proximity that helps anybody meet easily, if one is looking to improve professional achievements. It is a real collaborative spirit that is offered to everybody regardless of origin, position in hierarchy, age etc. You could call it natural diversity.

Judith Bouvard, Dean of Grenoble Graduate School of Business

Grenoble Life talks to Judith Bouvard, Dean of Grenoble Graduate School of Business, about her background, the changing business and training environment in France, and why students should consider coming to Grenoble.

Grenoble Life: Where do you come from originally?

Judith Bouvard: I was born in a small town near Manchester in the North of England. 

GL: Why did you come to Grenoble ?

Judith: When I left Manchester I went to live in Romans in the Drôme, to work in the luxury shoe industry. After a couple of years there I came to live in Grenoble to resume my studies.

GL: What kind of work did you first do on arrival in Grenoble ?

Judith: When I arrived in Grenoble at the same time as I was studying I was working part-time for a UK firm as a marketing consultant helping them to develop the market of protective clothing for building sites and road works. I then started to work in the training and continuing education business by doing some teaching and helping some French companies to set up in-house training courses.

Then I started working at ESC Grenoble – this was the name of the school before we became ‘Grenoble Ecole de Management (GEM)’. I was involved with the school right from the day it was founded and I was even a member of the entrance juries for the Grande Ecole program before the building was finished.

I started teaching at the school and little by little I increased my contributions by developing the international relations. Then, in 1995, I created the Master in International Business (MIB), which was the first international program to be offered by GEM. I really felt there was a niche market for such an Master in Management program taught in English in Grenoble.

I gradually introduced more international degree programs taught through the medium of English and continued to develop the portfolio of international programs until GGSB became one of the schools of GEM.     

Parallel to that I continued my studies on the Henley DBA program and also obtained a Postgraduate Diploma in Management Consultancy.

GL: What three professional achievements are you most proud of?

Judith: Developing a whole new international school from nothing and setting up all the programs; putting Grenoble on the map in international rankings, such as those of the prestigious Financial Times. I am also very proud of the careers and success stories of our graduates further to qualifications that I designed.

GL: Apart from the quality of the course programmes on offer at GGSB, why should potential students consider coming to Grenoble?

Judith: They should certainly consider coming for the dynamic nature of the city. It is easy to get by in Grenoble for non-French speakers. There is not a day that goes by without me hearing English on the street. However, most of our students become quite fluent in French rather rapidly as they experience true French culture. Our students are also sure to build a large international network of friends they can rely on in the future due to the fantastic diversity of the student population at GGSB.

GL: You have created partnerships between GGSB and schools around the world, including those in Iran and Saudi Arabia. As a woman, did you face any challenges in this respect?

Judith: The challenge was for me to actually challenge the pre-conceived ideas of what people had warned me about in advance. In those countries, people actually respect you for your intellect, status and qualifications regardless of your gender. Qualifications come above anything else and with more and more women gaining higher education degrees, the challenge for them is lessening. The other challenge was the dress code, but only from a comfort point of view. Wearing a head scarf when it is 40 degrees outside can be quite uncomfortable when you are not used to that!

GL: How has the business environment changed since you arrived in France, and how has GGSB contributed to this change?

Judith: Over the past 30 years, I have seen more international exchanges – both academic and corporate – and better means to conduct these exchanges, thanks to technology. Technology has definitely changed the way people do business. We can now work with different parts of the world without feeling that it is far away. For example I can be talking to a colleague in China or Singapore in the morning and to another colleague in Mexico in the evening. Of course the result is that the working day can be quite long!

At GGSB, we train qualified managers capable of working beyond national borders with a multitude of cultures and ethnic backgrounds. Our graduates are increasingly working in virtual teams spread over different countries. The contact with colleagues all around the world definitely adds a different dimension to business. 

GL: How has the learning and training environment changed?

Judith: We now have access to more information, thanks to the internet. What used to be called a ‘correspondence course’ is now called a ‘distance learning course’; technology has made learning more user-friendly. Furthermore, whereas years ago classes were made of one single nationality, the learning environment has become highly international, offering numerous opportunities for students.

Also the faculty members have become more like facilitators than lecturers. At GGSB gone are the days of long monologues by a lecture standing in front of the students. Now there is far more interaction and exchange between the lecturer and the students. Also I think that business schools have realised that it is important to have a good blend of lecturers with a more academic approach and business professionals who bring their work experience to the classroom.

GL: What is next for you and the school?

Judith: I’m very excited about our new Global Executive MBA that will begin in January 2011. This new course will run in eight different locations: Grenoble – Geneva – Moscow – London – New York – Singapore – New Delhi – Beijing, and is aimed at top managers who will travel to each location for specific courses and country case-studies.

This Global EMBA is the result of all the knowledge I’ve acquired over the years, after observing how companies function and their different needs. I’m also an AMBA auditor, so I’ve got to examine various programs, their pluses and minus.

I’m also preparing the future of GGSB when I will no longer be there to ensure the continuity of GGSB. I’m busy getting the right people in so the school will keep the same prestige and have the possibility of progressing. I’m proud as I see the next generation come in to be trained by GGSB. Often, children of those who I taught come to seek advice and are keen to live the same enriching experience at GGSB as their parents did.

Nicola Piroth at work and at play

Nicola Piroth is a play therapist with a private practice in Grenoble. She talks to Grenoble Life about creative approaches to psychotherapy, her international background and setting up a cabinet in France.

Grenoble Life: Tell us a little about your methodology.

Nicola Piroth: I practise as a play therapist, which means that I use a creative approach to psychotherapy. Play therapy recognises that children naturally use play as a creative form of self-expression and communication in order to grow and develop, as well as to address traumatic and painful issues from a safe distance. Children that are faced with distressing life events may not feel comfortable talking about their emotions, but through play therapy they can communicate and explore their feelings, learn skills and tools to heal their emotional pain.

In my cabinet, I mostly see children and adolescents in individual, regular play therapy sessions.  However, I also use another approach called filial therapy with some families. Using this alternative method I train parents to conduct individual play sessions – similar to play therapy but with their own children. This way of working can be so helpful when communication hasn’t been possible between parents and their children – for any number of reasons, but often simply because we don’t get any training to be parents even though it is quite possibly one of the hardest tasks we are faced with as adults. Children communicate through play – it is their innate language. By teaching parents the language of play, and how to use play therapeutically, the communication gap between parent and child can be closed.

Perhaps it is surprising, but I also use play therapy, and more specifically sandplay therapy, with adults. Using small trays of sand, clients sculpt the sand and position miniature objects and figurines to create scenes, worlds or designs that are expressions of their inner world. Sandplay therapy gives the client direct access to their internal self, allowing them to understand issues in a deeper way. As adults we often get stuck in certain situations or circular ways of thinking, and it is helpful to use a creative non-verbal tool to explore our inner workings, alongside more traditional dialogue.

GL: Does this methodology differ to established methods in France?

Nicola: As far as I know, traditionally, psychotherapy here has mostly been a verbal, intellectual process, perhaps based on a more medical model of psychiatry concerned with cause and effect. This relies mostly on talking things through. In play therapy we additionally use non-verbal, creative approaches that give space to the intuitive Self – the part of us that knows what it needs to heal, even if it can’t explain it. Experiencing our Self at this level allows us to integrate what we feel and what we know intellectually in order to move on.

Another aspect of the predominant model of psychotherapy in France is that it is still largely ‘adult’ led, with the doctor, psychiatrist or therapist seen as knowing more than the patient who is a passive recipient of the treatment.  In my own work, I believe it is essential to follow the client’s lead, to trust that – given a safe and accepting environment (as in child-centred play therapy) – children have within them the desire and strength to find their own way to heal and to grow.

This non-directive approach facilitates the development of self-responsibility, self-control, and appropriate self-esteem. It is my responsibility as the therapist to provide that safe and containing space in which the child can explore who they are, how they feel and ‘play out’ different solutions.  This also has larger implications regarding how I work with parents. I believe therapy must be a collaborative effort. For the child to have the safe space in my office is one thing, but regular meetings between the parents and I give parents the support they need in order to be able to accompany their child on the journey towards growth and change.

GL: Who comes to you and what are some of the reasons why?

Nicola: I see clients between one and 100 years of age … Traditionally play therapy was developed to work with the specific needs of 2–12 year olds, but I practise a more general creative psychotherapy that I feel applies to all of us…

Why do people seek psychotherapy for themselves or for their children? It’s a very big question that has as many answers as there are people in therapy… adults come to work on existential issues, difficult life experiences (such as divorce, a loss, or adapting to a new country), or to further their personal development. Children and adolescents are referred for equally diverse reasons, for example, their parents have noticed low self-esteem, depression, or the development of challenging behaviours at home or at school. Perhaps the family or child has recently undergone a traumatic experience – ranging from maltreatment to moving homes, the birth of a sibling, long-term illness and hospitalisation, adoption, bullying … to name but a few.

Yet other children have difficulties ‘fitting in’ (whatever that means!), struggle at school, or have been diagnosed with developmental difficulties that require a little extra help to develop their sometimes hidden potential.  Play therapy is useful for a whole range of emotionally-based problems of behaviour and adjustment.

GL: Are these reasons different in any way to those you have encountered working in other countries?

Nicola: Regarding my work with children, I would say that generally the reasons are the same here – parents come because they are worried about their children –  and though the way I work using play is unknown in France, it attracts a lot of people looking for a more child-centred approach. International families often come to the cabinet when they feel misunderstood or judged by more traditional French therapists who might be unfamiliar with different child rearing and cultural practises (for example long-term breastfeeding or co-sleeping), or the challenges facing  multi-cultural families.

I certainly do not pretend to understand the cultural background of all of the families I work with, but through my own personal experience, I am aware of some of the daily struggles one faces just trying to adapt to something as potentially stressful as a new school system …

GL: Where do you come from and where did you train as a therapist?

Nicola: That’s not such an easy question for me to answer… I was born in Germany to German parents, and have since lived in six different countries across four continents. I originally trained as a psychologist specialising in child development in the UK, but after a short career in a major child and adolescent psychiatry unit in London conducting psychological research I decided to train as a play therapist.

I think I realised that I am much better suited at playing Peter Pan with four year olds than at establishing a diagnosis or quantifying human experience in order to plug the results into a computer for analysis.  Don’t get me wrong, I respect and value psychometric testing when it’s necessary and well-carried out by a sensitive psychologist – but those are not my skills and no longer the approach I practise. My training as a psychologist remains extremely useful to me and it definitely informs my work, but I have tried to move away from ‘putting problems in boxes’ to working and thinking problems ‘out of the box’.

GL: What languages do you work in and why?

Nicola: I work using the languages I am fluent in – that is English, German and French.

GL: Why did you come to Grenoble?                   

Nicola: Our move from the USA to Grenoble was not an easy one for me – I loved living in California, but at that time it was necessary for our family to return to Europe. Luckily we were able to settle in Grenoble since it’s so central in this fantastic mix that is Europe.

GL: What difficulties, if any, did you have in setting up your cabinet in Grenoble?

Nicola: Perhaps the biggest hurdle for me was that play therapy didn’t exist here – at all. There wasn’t even a French translation for it, so I made up my own, la Thérapie par le Jeu. I am affiliated and registered with several international play therapy associations – but none of my foreign qualifications were recognised in France. Coupled with an attitude I frequently encounter here of “no one’s every done that before, so surely there is no point changing things by trying something new now….” I took a risk setting up my practise without any professional network.  And now, of course, that the cabinet is up and running, the French reaction is extremely positive and open minded with reactions such as “why don’t you train people here”!

GL: What advice would you give people setting up their own businesses/private practices in France?

Nicola: I’m not sure about giving advice, other than don’t be put off by all the scary looking forms and impressive civil servants. It does sometimes feel like everyone is trying to dissuade you from even trying, either by piling useless and endless paperwork at you or by sounding generally negative and complicated about relatively straightforward business. But if you have enough time to stand in queues and patiently rephrase your question for the third time, often that very same administration (like the URSSAF) can actually be a goldmine of information. France really is ready for some innovative business ideas, if you can just navigate and bully your way through the system.

URSSAF - another elegant French acronym

Patrick Owen shares his experience starting an English teaching business, becoming an Auto-entrepreneur and dealing with France’s particular administrative complexity and love of acronyms.  

So as I come to the end of my ACCRE, I’ve contacted the URSSAF who told me to contact the APCE.  I also contacted the RSI and the CIPAV but had no response.  Therefore I sent an email to the CNAVPL.  I must, also, remember to send my annual report to the DRTEPF.  If all of this sounds like double Dutch, welcome to my world, since I started my own business.  I knew the French administration loved acronyms having lived in France for eight years, dealing with the CAF, EDF, GDF, etc.  However, when I set up my own company I entered a whole new ball game. 

After working in various language schools I decided to work for myself.  Everyone warned me against it; “It’s really complicated,” and, “The charges are really high,” were just two of the comments I heard.  It is amazing that France has so many small businesses, when you hear all the negative reactions.  In the beginning, I wasn’t sure what type of business to create with various projects in mind.  However, I soon discovered that in France, once you have trained to do one thing changing direction is not easy. Changing careers involves financial and time investments that I did not have.  I therefore decided to set up a language teaching business, since this was what I knew best. 

Now, it might be useful to explain why I had decided to set up my own business.  Many language schools will employ teachers on freelance contracts, as I had discovered during my first year in France.  The problem is that to work for a business school or university, where the better pay rates are, you need a principal employer.  In addition, for a reason that I can only speculate at, few employers are willing to sign the paper agreeing to be your principal employer.  There are two solutions: one is to use a société de portage, the other is to be your own employer.  The société de portage acts as your employer, in the sense that they take care of all the administrative paperwork, of course for this service they take a fee.  My feeling was that the fee charged didn’t really justify the work involved,  I therefore decided to set up for myself. 

I attended an event held by my local Chamber of Commerce, which didn’t turn out to be much help.  I was unable to get answers to my questions and, as I was not setting up a commercial activity, they were not the right people to ask.  In the end, it was internet forums that proved to be the most help.  I typed my questions into Google and sifted through the responses.  It was here that I learnt I would have to see the URSSAF.  They seem to be the organisation that catches the companies who are not commercial or tradesmen.  I also discovered that provided I didn’t earn too much and didn’t employ anyone else, the process was fairly simple. 

I printed a form on the internet and headed for the URSSAF.  I had been told I didn’t need an appointment.  This worried me slightly, as I had experienced the queues at the Social Security and the Prefecture.  I was pleasantly surprised to be received within ten minutes of my arrival by a pleasant and helpful adviser.  She rapidly entered my details and answered my questions, in less than an hour I was in business, literally.  She offered me a free appointment with an accountant and, best of all, showed me I was eligible for a dispensation of social taxes for one year.  I left the URSSAF with a whole different image of the French administration. 

The dispensation for one year is important and a big helping hand.  Normally a company’s charges are fixed for the first and second years.  Then the third year’s charges are calculated on the real income of the second year.  The problem is that, although, the first year’s charges are relatively light, in the second they double and this kills a lot of small businesses.  Now, certain categories of business creators, the unemployed for example, can ask for a first year free of charges.  I qualified because, although I resigned, I had been looking after my kids one day a week and received income support.  This taught me that you have to read everything because there is often an advantageous exception which you may not always be told about. 

While surfing the internet, I also discovered that if I wanted to teach in companies I would need to make a déclaration d’activité with the DRTEFP (Direction Régionale du Travail, de l’Emploi et de la Formation Professionnelle).  In France, companies are obliged to pay a tax towards the training of their employees.  This tax is often collected by organisations which manage the training funds.  These organisations will only accept training courses run by companies who have made the declaration.  Many people wrongly refer to it as an agreement, however the DRTEFP are very strict in their literature that it is not an agreement from the state, merely a declaration.  

I discovered that with the right documentation, a curriculum vitae, a casier judiciaire vierge (a document you can order online showing you have never committed a crime), and your first training contract the procedure was straightforward.  It is the contract which can be a little complicated, if you haven’t got a declaration number how can you sign a contract?  I got around this problem by noting that my declaration was being processed, and offering my first client a clause whereby if I didn’t get the number the contract was null and void. 

I treated starting my business rather as a challenge and as time went on it became a puzzle, for which I was never sure I had all the pieces.  To be honest I enjoyed pitting myself against the French administration and proving those who said it would be hard to do wrong.  It must be said that I chose the simplest possible structure and being a teacher, who teaches in companies, I have very few overheads. 

It is worth mentioning in conclusion that a law was passed in 2008 making it even easier for freelance teachers.  The status of Auto-entrepreneur is designed for people who may have multiple employers as well as working for themselves.  The process of setting up is very simple and can even be done online.  The real boost however comes in terms of charges and tax.  The Auto-entrepreneur can choose to declare his turnover each month or trimester.  The social charges and tax are calculated based on what he declares and paid immediately.  This avoids the nasty bills arriving one year after a good year.  It also means that if you have a month with no income you pay nothing.  This regime is much more sensible for someone like me. 

Unfortunately, and here is the downside of my experience, getting information about this new status has been hard.  I have read the law and the Auto-entrepreneur’s handbook.  As a sole trader I can ask to benefit from the same regime, and I have done so which brings us back to the beginning of the article.  The acronyms are all the people I have contacted to ask for help changing my status.  

On the whole my experience has been positive; the principal problem has been people.  Everything one needs to know is on the internet.  When dealing with employees of the various administrations it is a case of pot luck.  The first person I saw was excellent, others have been less so.  I once made the mistake of phoning on the day of a strike, my call was answered after prolonged ringing by a harassed and unhelpful lady.  I blame myself for this one, though, after three years in France I should have known you don’t phone the public service on strike days, I was lucky someone answered.  My advice is to be determined, do your research and treat the experience as fun, and you will be fine. 

Patrick Owen
www.englishcoach38.com
letter-from-france.blogspot.com

LEROY & SCARPA: neutral-toned, softly-chic faux-fur throws and pillows

Nearly one year on from their first meeting, Grenoble Life catches up with Kris Leroy, the American founder of Grenoble-based soft furnishings design company LEROY & SCARPA, France, previously Chic Throws.  

Grenoble Life: Why the name change? 

Kris Leroy: As Axelle and I are now associates, both managing the company and aiming to launch a luxury brand, we definitely needed to change the name for a fresh start. Chic Throws was also impossible to pronounce in French! I had originally had a direct e-commerce strategy for the business in place but realized that it was best to focus on my designs, our originality and leave the B2C to others more specialized. 

As most designers, it is important to keep your name in the frontlines and not hide behind a meaningless company name. We have invested in our new name/logo which I think reflects a more luxurious brand. 

GL: Who is Axelle? 

Kris: Axelle Scarpa and I used to work together at Ericsson Hewlett-Packard Telecommunications (EHPT) over 10 years ago. We have remained friends ever since and over lunch I’d told her my dream associate would be someone like her, an expert in supply chain management and purchasing. She was just finishing her tenth year at HP and was ready for a serious change in environment as well as an entrepreneurial challenge and quality of life improvement. She said, why don’t I come to work with you and I’d thought she’d had a bit too much wine at lunch …

Since April we’ve combined forces, and mutually thank each other for ‘our new life’. It’s great as we prioritize family time (i.e. working four days a week) however often meet online after hours to achieve our goals. We have moved our offices to a business park where our communications agency was located. It’s only 100m away from our last office but we have much better natural light (so I don’t have to go out on the roof to see the true fabric colors) and air conditioning! 

Kris Leroy and Axelle Scarpa

GL: What is there to do now that you’ve joined forces? 

Kris: We need to basically start all the business filings again in SARL format with the Chamber of Commerce and choose partners with whom we want to launch our new brand. (accountant, notaire, fabric suppliers, communications agency, etc.) You are only as good as your partners.

I am working on the new Winter 2010 collection for the first professional fair in Annecy in June. This will be the test for the B2B market where originality should prime over the traditional ‘mountain décor’ suppliers to ski areas in France, Switzerland and Italy. We are really targeting the chic boutiques in the ski areas in Megève, Chamonix, Courchevel, etc. and hope to ‘wow’ them with our new collection, for their international clients. I have spared no expense on the fabrics that come from top and unknown designers in France, Italy and the UK for the Courchevel Chic collection. 

Since the crise clients are craving color and that is what we will bring them as well as neutral-toned, softly-chic faux-fur throws and pillows (see top image).

GL: So you are ready to hit the market now? 

Kris: Now that Axelle is on board, I finally can focus on my added value which is sales and marketing. This past year has been spent getting our supply chain in place and prospecting both the B2B and B2C markets. I literally haven’t had a chance to really hit the pavement running with our collections. All sales have truly been through word of mouth. 

We just need to finish the website, the catalogue and the samples for each collection, photograph all and then I’m set to meet clients and take orders … Now that production is confirmed and we have about a two week lead time on production (better than our competitors who are importing from abroad), we can really stand out. 

Also, we need to perfect photography which is difficult to capture a large throw on a thumbnail-size photo and is quite a challenge for our internet resellers. We are currently testing photographers and have a great photo shoot in place that should all come together in May.

Leroy & Scarpa

GL: In terms of design are you comfortable in this new market? 

Kris: Axelle and I just came back from London where we attended the Kelly Hoppen school of design. This program really helped me fine-tune what I was designing to be in harmony with Kelly Hoppen’s style which caters to the same clientele. I have finally overcome my fear of neutral linens and can expertly decipher the difference in taupe and sand tones.

We have also joined forces with our communications agency and www.ateliermartinberger.com to create www.cocotte-design.com, which is a blog for girls who like to talk about girls in design. We are having loads of fun with this project that just launched last weekend and are meeting a lot of interesting people in design. 

GL: What has inspired the new collection? 

Kris: I have found three new fabric designers that are really in tune with my style and blend well with what we have already. I have also found a sculpture-designer that can make the buttons that I’ve been trying to find worldwide as a final touch to the collection. We will also be designing our own buttons as finishing touches with our new logo. 

As we are actively targeting the ski areas, we are using a lot of faux-fur in bright colors and neutral tones. We only use French and Belgian top-quality fabric and the result is an ultra-soft, emotional / sensual product. It’s not just a throw! 

We are also launching some furniture at the fair in June: plush, patchwork chairs and cube tables. 

We have been lucky as the press has sought us out and especially the new magazine ‘Cosy Mountain’ which is the first ski-area magazine for contemporary design. Once our packaging is complete with the new logo, we should have a four-page spread in their fall issue. 

GL: And then what? 

Kris: Once summer arrives, I need to start designing the Spring Collection for 2011 which will include outdoor fabrics (pillows, lounge covers, poufs, plush chairs). We also have lighter throws planned for cool evenings and brightly colored pillows to match. 

I am also working with a graffiti artist to design some eclectic throws for artsy and adolescent clients. I am inspired by Banksy’s wall art in the UK and hope to transfer others artists’ designs onto throws, headboards, etc. 

We are working on our first chic-boutique deal in London and then who know where outside of France … For the moment we will focus on our home-base and slowly branch out to Switzerland, Italy and other foreign markets. 

We do want to maintain a ‘boutique-brand’ and not sell to large department stores. The idea is to remain exclusive and maintain a smaller, very happy clientele.

Pat Brans

Grenoble-based Pat Brans is founder of the Master the Moment time-management method, giving speeches and training sessions at companies and organisations around the region and beyond. He tells Grenoble Life about his work, his background, and how to get a higher return on your efforts.

Grenoble Life: Tell us a little about your background

Pat Brans: I started my career as a software engineer. I also did some management. This was for four different startups in the Washington D.C. area. I then got into business consulting, and was director of a team of business consultants with CSC in Cologne, Germany. After three years there, I moved to Grenoble to work with HP, where I got more involved in business development, and eventually took charge of a set of solutions where we applied mobile technology to optimize workforce effectiveness. I was in charge of these solutions world wide. We called these offerings “mobile field sales and services”, because we mostly applied our solutions to help our customers make their sales and service forces more efficient. During this time, I wrote my first book called Mobilize Your Enterprise: Achieving Competitive Advantage through Wireless Technology.

I got to know a lot of people in the industry, and was offered a job with Sybase to manage strategic alliances across Europe. The software we sold was used for mobile applications, mostly applications geared towards worker productivity. I frequently gave talks on this subject at events from Dubai to Lisbon. And in dealing with the partners I managed, sometimes I had to give them ideas on how technology can make people do their work better and faster.

In summary, starting from my arrival in Grenoble twelve-and-a-half years ago, it gradually became very natural for me to talk about productivity.

GL: In a nutshell – what is the Master the Moment method and how was it developed?

PB: I have always been interested in understanding why some people get so much more done than others, and why those who get more done are actually less tired. Throughout my career, I tried to note who I thought was more personally effective, and I tried to learn from them. I kept mental notes on things like how to best run meetings, how to best participate in meetings, how to delegate, and how to be delegated to.

Coincidentally, my work life over the last twelve years has involved thinking of ways of making people more productive through the use of technology. I say “coincidentally”, because these two sets of ideas run along separate dimensions. Giving people tools to make them more efficient is a good idea, but it won’t make the order-of-magnitude difference you’ll get through rethinking your attitude towards goals, making the right choices about priorities, and overcoming the tendancy to procrastinate.

I read tons of books on time management and I read lots of psychology research papers, but this was all theory. And I never saw any approach to time management that was based on emperical data – in other words, going out and asking high achievers what they think. So I picked the set of people I thought have the most to say about time management. And when I use the “term time management”, I’m refering to anything and everything you can do with your time to make you more effective. What can you do to emulate the people who get a lot done without breaking a sweat?

The category of people I selected were CEOs of large corporations. I talked to fifty different CEOs of organisations with revenue of $2 billion on average. These people are themselves very effective – and equally as important, they are perfectly positioned to observe hundreds of other people and develop a well-founded opinion on why some people achieve more satisfaction than others.

Over the last 18 months I synthesised what I learned from the CEOs, what I got from psychology research, and what I learned from other books on time management. The result is Master The Moment, which is my methodology on time management. One of favorite aspects of MTM is that it aims to help people change habits. All the good ideas I got from my research mean nothing until the readers of my book, and the people who attend my training or seminars, integrate the ideas and make them habit.

In order to integrate an idea, you have to understand it, and you have to take it on freely – it can’t be forced upon you. I checked my work by talking this over with leading psychologists, such as Ed Deci and Roy Baumeister.

To change habits, it helps to have a visual reminder. Also the ability to change habits is something you can develop. My approach to developing good time management habits is taken from Benjamin Franklin and his approach to developing Thirteen Virtues. As a young man, Franklin listed 13 areas in which he would like to develop better habits. Every week he would work on one, finishing the list after 13 weeks, then starting over. He would carry around a notebook in which he would mark everytime he reverted to a bad habit in any of the thirteen areas – not just the area of focus for that week.

I have six steps to better time management. Each step is a category of habits. I have sheets I give students to allow them to track progress in each area. I ask them to focus on one step every week. The sheet serves as a visual reminder, which is very important in habit forming. I follow up with a phone call to each participant around two months after the training.

You’ll never achieve perfection, but if you can change one or two habits, you’ll make a lot of progress.

GL: Why do you think time management is such a big issue in the modern workplace?

PB: I think time management has always been important. Our ancestors were up against a lot of pressure – in most cases, much more pressure than we have to deal with today. Few of us have to deal with war, the death of our children, or hunger. Life is really easy, if you think about it.

I don’t want to minimise the issues people face today. But part of my training is around checking your attitude, and I think a lot of people have the attitude that their situation is really bad and that external forces are making them unhappy. You have to take responsibility for your situation and focus on the things you can change. The fact is, most of us in developed countries are pretty comfortable compared to 95% of the people who have ever walked the earth. I’m not a positive thinker, I’m just being realistic.

In today’s work environment, I see two groups. The first group sees work as a way to make a living – for these people, work is a burden and no fun. The second group is looking for self actualisation. They want to be somebody through their work.

It’s important to feel a sense of choice in what you do. If you feel like you have been coerced into doing something, you aren’t going to do a very good job, and you’ll feel deflated and tired. I don’t deny that we all have obligations, but the more effective people look to understand the reasons behind the obligations and as a result, they are able to integrate the activity. People who don’t understand why they have to do something, only introject the activity – it’s like swallowing something, but not digesting it.

So if you find yourself in the first group, try to find some meaning in what you do. Managing your attitude is probably the most powerful time management tool, and it’s one that people need to employ in today’s work environment.

GL: Do you believe that modern technology really has made us more efficient workers?

PB: Yes, of course. One danger though is that we get distracted. Studies have shown that people who try to do several things at once experience a dip in IQ. One study demonstrated that multitasking accounted for a bigger drop in IQ than smoking marijuana. Another study showed that if you are working on something then get distracted by a text message or a phone call, it takes you 20 minutes to get back into what you were doing 100%.

Just as you with any other tool, you need to look for ways of improving how you use technology tools. There’s always something you can do better.

GL: What are some of the risks associated with poor time management?

PB: Dissatisfaction. If you do a lot, but don’t notice that you’ve accomplished things, you won’t enjoy the satisfaction. Or if you just don’t do much, you’ll also feel frustrated. In either case, good time management techniques can enhance your life.

I don’t think people should aim to always be busy or to always be efficient. I tell people to obey natural laws. The first law is that you are a human being and you need to have fun, you need rest, and you need time off. Trying to get around those things is like trying to get around gravity. You can’t do it. You’ll eventually fall hard.

GL: Who have you spoken for and what feedback have you received?

PB: I’ve given training around Grenoble in both French and English, I’ve spoken at seminars, and I have a website. The feedback I get is that my method is different because it is a nice mix of powerful ideas and practical technique.

GL: As you are based in France, what differences can you observe between French company culture and that of your own or other countries?

PB: I think hierarchy is too important in French organizations. There’s not enough emphasis on creativity. Follow orders or you won’t fit in. This is a broad generalisation of course.

GL: How do you think  France compares to other nations in terms of work-life balance?

PB: I like the work-life balance in France. I think it’s more healthy than in the United States where the balance of power leans heavily towards employers, and employees have very little weight. In the United States we recognize the need for consumer groups to compensate for the power companies have over consumers, but we don’t apply this idea to the employer-employee relationship as I think we should.

People wind up working more hours in the United States, but I don’t think they’re more efficient.

GL: Do you offer events in French and English and is there a difference to how people of different nationalities respond to the method?

PB: I sometimes hear from the French that CEOs don’t know anything about time management, because all they do is delegate. Of course they do, and delegating is an important time management technique. You need to delegate down, sideways, and even up. In all cases, you’re asking somebody else to do something for you. The more the other person trusts you and understands the reasons behind you request, the better he or she will integrate the activity. If the other person feels a sense of choice in doing what you ask, you’ll get a better result.

GL: Asides from your speaking engagements you write for a number of publications: tell us what you write about and for whom.

PB: I also write for technology magazines about how to use mobile technology for workforce productivity. I write for three different publications: Mainframe Executive, British Computer Society and Mobile Enterprise Magazine.

GL: Tell us about some forthcoming events

PB: I will be hitting the American Chambers of Commerce in Lyon, Toulouse, and Strasbourg. Seminar dates and locations will be posted on my website. I will also be doing training in French through the chambers of commerce of different cities around here. I’m developing that now.

Aside from that, I provide training within companies.

SFM Traduction online

Sara Maltaverne, founder of SFM Traduction, a Grenoble-based translations and copywriting company. She shares with Grenoble Life her knowledge and advice about the translation business in the area.

Grenoble, where going international just comes naturally

The greater Grenoble area is home to some 450 foreign-owned businesses and is one of the French economy’s leading exporters. So, for many local businesses, enlisting the services of a translator—a potentially risky undertaking—is simply a fact of doing business across borders. But how do you know if the translations you’ve purchased do your product justice when you don’t understand the language? Worse, can you be sure that the translations won’t cause serious damage to your image or result in the costly duplication of work?

Whether you need the latest foreign market research to launch your product overseas or compelling marketing collateral to grab the attention of potential customers, a professional translator or interpreter is an invaluable ally. Remember: translators work with written documents (brochures, reports, correspondence), while interpreters communicate orally.

Here are a few things you can do to increase your chances of getting a successful translation—and your business’ chances of making it in today’s global marketplace.

Penny wise, pound foolish: bilingual does not equal translator

A Grenoble-based building management services provider needed an English version of its brochure for an upcoming trade fair. To save money, the company decided to assign the translation to its in-house staff. One of the gems produced: as an introduction to an excerpt of the company’s lengthy and prestigious client list (“quelques références” in French) the erstwhile translator—no doubt with the help of a French-English dictionary—came up with the translation “few references,” which is the exact opposite of what the brochure was trying to convey. Thanks to their savvy bilingual secretary, who sensed something just wasn’t right, this and other embarrassing bloopers were avoided when she called in a professional translator to check the brochure before going to print. However, in addition to the lost work time the company’s employees spent slogging through the translation, the firm had to pay a rush fee to have the brochure reviewed by a professional in time to get it to the printer.

How can you avoid falling into the same trap? By calling in a professional translator from the planning stages of your project and drawing up clear specifications.

The following three steps will help you get your translation project off to a good start

   1. Decide what needs to be done, when, and who is responsible for each stage. Everyone involved in the production process (from document authors to DTP) should be aware of the timeline and specifications. Put it all down in writing.

   2. Once you have determined your workflow and deadlines, you will need to choose a service provider. As a general rule, professional translators work into their native language only. Referrals from colleagues in your industry are a good place to begin your search, as are professional translators associations. In France, you can try the Société française des traducteurs online directory at www.sft.fr. The ideal translator has a track record both in your industry and with the type of document you need translated and can prove it by showing you examples of previous work.

   3. Once you have selected a service provider, check again to be sure the purpose of your translation is clear. Are you translating incoming texts that your business needs for information purposes only or outgoing material that will have an impact on how your company is perceived by customers? The quality you need—and the cost—will vary accordingly. Discuss this with your service provider and get all commitments in writing. You and your service provider should know and agree on who is responsible for each step in the translation process.

Still not sure you’re ready to cross the language barrier?

You can better prepare your business to go international by learning as much as you can about working with translators and interpreters before the pressure is on. Start with Translation: Getting it right, and Translation: Buying a non-commodity, free downloadable brochures endorsed by language industry professionals. Professional groups like the American Translators Association are also an invaluable source of information. Once you have the tools you need to take your business overseas, the sky’s the limit.

About SFM Traduction

Grenoble-based SFM Traduction was founded by Sara Maltaverne as a freelance translation business in January 2003. SFM Traduction is today a premium professional translation company specializing in creative, marketing, and financial translations and copywriting for high-profile corporate communications. You can learn more about the company and its services at www.sfmtraduction.com or blog with us at www.sfmtraduction.com/blog

Sara Maltaverne

Hélène Aubry

Hélène Aubry is a property finder specialised in helping potential home buyers in the purchasing process. She talks to us about her services, the housing market in the Grenoble area, her expat background and how she came to set up her own business.

I have created Adequacium, a property finding company whose main objective is to provide a complete and high-quality service to the real estate client.

The role of a Property Finder is to search your dream home, guide you through the purchasing process, help you with the paperwork and price negotiations, and provide you with all the services you need to settle down.  
Unlike a real estate agency, a Property Finder does not sell anything; we represent the buyer and work towards the client’s goal.

This kind of business has existed for over 15 years in Northern Europe and in the US, but it is still relatively unexplored in France. According to French law, being a Property Finder requires the same accreditations as real estate agents, such as a degree in law and real-estate studies or professional experience, an authorization from the police prefecture, and financial guarantees and insurance. I myself graduated in finance and real estate management from Grenoble University in 2007.

The main advantage of the Property Finding service is that by hiring a Property Finder, you will save time, secure the purchase process, save money in the negotiation, and overall undergo much less pressure. The service is for many different kinds of people, be it someone searching for a family home, a holiday residence, a plot of land, an off-plan investment or even a professional looking for commercial premises. Living far away is not an issue, as someone is working for you in your future home town. Another advantage is that a Property Finder investigates the whole market process for you: real-estate agencies, private owners, notaries, property developers and their own private network.

In order to better explain what I offer to my clients, here is a step-by-step description of the process:

• During a private interview with the client, I get their detailed requirements and wishes: what kind of home are they looking for, where, and what their budget is.
• I search the ads on the internet, in newspapers, and make use of my network, process and tools in order to find the house or apartment that fits as closely as possible the buyers’ requirements.
• I shortlist to a pre-selection, visit the properties and produce a detailed report with photos,  positive and negative points about the property, and send it by email to the client. I also check the property’s area, for items such as shops, schools, communication facilities, etc.
• When the client has selected some of the properties presented to them, I plan and organize the visits.
• Finally, once a decision to buy has been taken, I negotiate the price with the vendor.
• I will then accompany the buyer during the whole process until he signs the deed of sale before the notary.
• I can also provide other services in order to help the customer and his or her family settle down.
• I have been building my website, and you will be able to find more information on it soon, before the end of February I hope.

The reason why I have created such a business is mainly because I had been an expat in California for about five years, and I know how difficult it can be to find a house for your family when you arrive in a new country. You don’t know where the nice, friendly places to live are, the market and price levels, the real estate agencies and their reputations, consumer-protecting laws, the process to purchase or to rent and the rules that may apply. Having a professional and local guide for all these tasks and questions really is a great relief.

I have lived in the Grenoble area for more than 30 years, mainly working as a project manager for a consulting company. From this first professional experience, I had the opportunity to collaborate with multinational companies in the Rhône Alpes region. This allowed me to create a good professional and personal network. I decided to create a new business on my own in 2005, and took classes at Grenoble University in finance and real estate. I graduated in 2007, started a business as a finance advisor in 2008 and then Adequacium in 2009.

The real estate field is not in very good shape compared to the period 2000–2007, but I would say recovery is around the corner. Prices rose too high during the boom (more than 100% for some properties) and the speculation kept going. The market needed to slow down. I do not believe that prices have stabilised yet, as there are still some properties that are overpriced. Vendors have been waiting to sell and buyers are still waiting to see prices go down. However, for those who need to change home, it is possible to find some good opportunities; we have negotiated prices down by 12% in some cases, something which was not possible even one year ago. It is also a good time to buy due to mortgage interest rates being fairly low with a risk of them climbing within a few months. We can say that the situation has been improving, so let’s be positive and start great projects in this year 2010.

Telephone: 06 42 58 09 08

Rebecca Skillman at work

Rebecca Skillman practices shiatsu from her home near Uriage and also in a well-being centre in Meylan. From the UK originally, she did her practitioner training in Bristol before moving to France at the end of 2004. Grenoble Life wanted to find out more.

Grenoble Life: What is shiatsu and what are the health benefits?

Rebecca Skillman: Shiatsu is a type of massage. It comes from Japan and literally means finger pressure. As well as fingers, I use my palms, elbows, knees – depending on what part of the body is being worked on. I may also include some stretches and other movements to free up the body and release the tensions that many of us develop.

Have a look at www.shiatsuinfo.org to see the range of health benefits (just about every condition can benefit since mind and body are so intricately linked). On the site there’s also a summary of recent research which shows that science is now backing up what practitioners have known for decades about the positive effects of shiatsu. But here in France it’s important not to shout too loudly about this as shiatsu is only recognised as l’art du bien-être – fine as far as it goes, but it can work at a much more profound level for those who want that.

GL: Where did you train and how long have you been practicing shiatsu in Grenoble?

Rebecca: I trained at the British School of Shiatsu, in the UK, between 2001 and 2004 and I’ve been practising in France since the beginning of 2005.

GL: Was it difficult to set up your business in Grenoble?

Rebecca: I am in an association, Chemins du Bien-être, and that works fine because I have a modest level of activity. Since I moved here the auto-entrepreneur statute – a new law aimed at helping small businesses register themselves legally and more simply – has been introduced and I may investigate this further.

GL: Describe a shiatsu session with you.

Rebecca: In an initial session I would spend 5–10 minutes getting to know what the client is hoping for from the session and whatever they want to tell me about what’s going on in their life. The more I understand this the better I can judge what type of session will give most benefit – each session is unique. I think I can safely guarantee that it will always be relaxing on a physical level. But, by putting the receiver in touch with their body, and all the emotions that are bound up with it, shiatsu can also support and release a range of emotional issues and help the person move forward in their life.

A typical treatment lasts 45–50 minutes and takes place on a futon mattress at floor level. The receiver is clothed and the style of touch is a gentle (or vigorous) pressure rather than the sweeping movements of, say, Californian massage. It can therefore suit people who prefer a more neutral and less intimate touch than with oil-based therapies.

GL: Is shiatsu well known in France, compared to in your native country?

Rebecca: Shiatsu is becoming increasingly well known in France. It is supported by professional bodies like the FFST, and if you are looking for a practitioner in any département you can start by looking on their website. Shiatsu is now sufficiently well recognised for mutuelles like Alptis to include it in the therapies they reimburse. That said, the relationship between the medical establishment and complementary therapies is not as developed as in, say, the UK. And shiatsu is not integrated into public healthcare to the same extent.

GL: What reaction have you had from your customers?

Rebecca: People sometimes say they feel lighter – or even that they felt like they had wings! And several have noticed an improved range of movement with muscular-skeletal imbalances. They often sleep better. And the effect can last days or even longer.

Some feedback from my clients:

« Celà a été vraiment très, très efficace, et que je n’hésiterai pas à en parler autour de moi. »

“I felt very good after the massage – positive and energised.”

« Je te remercie pour ce beau travail qui passe par tes mains, tes gestes, ta tête, ton accueil de ta personne et de ton intuition. Une invitation à ce que la vie et l’énergie trouvent un chemin pour circuler. »

“I just wanted to thank you again today for the Shiatsu – it really was a great session. My hips, etc. were really tight yesterday and now I feel great. In general, afterwards, I feel physically better than I have in a while.”

GL: How can we book a shiatsu session with you?                        

Rebecca: You can contact me by email (rebecca_wwng (at) yahoo.com) or phone (04 76 00 06 13).

Struggling to find accomodation? photo: michaeluyttersp

Shonah Kennedy shares her experience about relocating to Grenoble, and interviews Isabelle and Julie of LC Mobility, the agency that helped her find accommodation and deal with the trickier aspects of setting up life in a French city.

When my fiancé and I found out we were coming to live in Grenoble, for an extended period of time, we were very excited and started to plan immediately. We thought we had plenty of time to find accommodation, look for a language school, open a bank account, find an Internet plan, and all the really “fun” aspects of moving to a new city in a foreign country (the “romantic notion” of living in a foreign country comes after the organisation!).

Now, we were not totally inexperienced with this process, as we had been living in Paris for over a year. However, there are certain aspects that are always daunting, such as: finding a quality place to live, having enough French to understand your rights, insurance, internet connection with everything you need in the plan and … the list is not exhaustive!

We started to get a little concerned, when a month out we still had no place to live!  Then, salvation!

Out of the blue, we received an email from a company called LC mobility who assist foreign researchers (which is the category my fiancé falls under) and students to settle in Grenoble. Julie asked for specific details from us and within a week we had a place to live!  Below I interview Isabelle and Julie who are LC Mobility in Grenoble.

Shonah Kennedy: How did you start LC mobility?

Isabelle and Julie (LC Mobility): When Julie was doing her bachelor’s degree, she did an internship in Montreal and benefited from the services of a company that helped her to find her internship, find accommodation, welcome her at the airport and help her with social security in Canada.

Considering the market in Grenoble for accommodation and the fact that French people don’t speak English very well, especially in administration (such as the Prefecture), we thought that foreign students might need some help from French people to settle in Grenoble. So, at first we created an offer for students only, and then we realised that even researchers could use this help …

Shonah: When did you start LC mobility?

LC Mobility We started LC Mobility in February 2008, during our last year of our studies (Masters level).

Shonah: Why did you start LC mobility?

LC Mobility: We started LC Mobility because we did our studies in Management, and specialised in entrepreneurship. So, at first we just wanted to create a company together, for the challenge and the independence. We chose to create this company because it matched a need, and it was something that we can do and would like to do (because we know how helpful these kinds of services can be when you have just arrived in a new country!).

Shonah: Who is LC mobility?

LC Mobility: We are two girls: Isabelle and Julie. We both received our masters degrees at IAE Grenoble, in entrepreneurship (where we met).

We have very different tempers, so we work very well together, we are complementary!

Shonah: Who are your main target clientele?

LC Mobility Our target clientele are students, PhD students, and more and more researchers. We also help French people to settle in, when they come from a distant city (such as Bordeaux or Lille).

Shonah: What do you do?

LC Mobility: We help people to settle in Grenoble and Lyon in three steps:

1. Find their accommodation (most of the time before their arrival)
2. We welcome them at the station and accompany them to their accommodation
3. We realise for (or with) them all procedures to settle in. Such as: opening a bank account, getting a residence permit, getting Internet access, cell phones, insurance etc.

Shonah: Are there any plans for expansion?

LC Mobility: We are developing the company in Lyon. We have already welcomed a few people there, so in November Julie will move to Lyon and be there permanently!

Shonah: Are there fees for your services?

LC Mobility: Yes, there are fees that are available to view on our website.  We also offer services in packages.

For more information, or to talk to these friendly approachable girls you can find all their contact details on the contact portal at Contact LC Mobility – Isabelle and Julie.

Alexa Meresse carrying her son in one of her wraps

Rebecca Marcenac of Grenoble Life meets Alexa Meresse, founder of Colimaçon et Compagnie, a local business selling made-to-measure baby carriers.

by Rebecca Marcenac

With my two-month old daughter pushing towards five kilos and my arms sore from carrying her up and down two flights of stairs in her carrycot, we took off one scorching hot Grenoble summer morning for the slightly cooler heights of Herbeys in Belledonne to meet Alexa Meresse, founder of Colimaçon et Compagnie, and to purchase a made-to-measure wraparound baby carrier.

An entrepreneur and mum of two, Alexa sells and produces beautifully coloured wraps from her home, where she also has a workshop. On arrival, Alexa pulled out colourful wraps from a hidden chest under her sofa and proceeded to show me three wrapping techniques. My daughter, who had made friends with Alexa’s demonstration doll, protested at first, but soon settled and seemed at least as happy as I was. We then went up to the workshop where I selected my material. We worked out the perfect length for my wrap and chatted away while Alexa sewed my wrap. Here’s what she had to say.

Rebecca Marcenac: Where did the idea to make and sell wraparound baby carriers come from?

Alexa Meresse: Shortly after my first son was born, I wanted to carry him in a wrap. I bought one over the Internet from a maman couseuse (mum who manufactures baby items such as wraps, reusable nappies, bibs etc. from home and sell them on an ad hoc basis). I was very disappointed by the quality of the product and decided to make my own. Then I started making wraps for friends, for friends of friends … until one day I was contacted by health professionals. That’s when I thought ‘I should make a living out this!’ and took the leap and set up Colimaçon et Compagnie!

RM: What are the advantages of using a wraparound baby carrier for both the child and the parent?

AM: There are numerous benefits. For babies and toddlers, wraps are comfortable and respectful of their physiology: their neck is supported, and the natural curvature of the spine is respected (especially in newborns). It is like sitting in a chair – legs are on either side of the carrier – there is no weight on the sexual organs, only on the child’s thighs. Furthermore, carrying your baby in a wrap provides skin to skin contact. Curled up against mummy or daddy, the child feels secure and appeased. It is a fact that children carried in wraps cry a lot less than those who are not. Studies have also shown that babies who were frequently carried in a wrap from birth grow up to be children who are more serene, more independent and less prone to tantrums!

For parents, the major benefits are twofold. Wraps are both comfortable and easy to use. You can carry a 10-kilo toddler for several hours without feeling any discomfort, and once baby is in the wrap you can go about your daily business, be it housework, shopping, using public transport, but also hikes etc. Some parents even use their wrap at the seaside or at the swimming pool to gradually get their baby used to water.

RM: How did you go about starting your own business?

AM: I have a rather eclectic background. I have a degree in technical sales. After having worked for several years in the charity sector, I went on to work in communications at a blood transfusion centre. I was on parental leave making wraps for friends and relatives and started getting a reputation locally through word of mouth. I was then contacted by health professionals.

Shortly after going back to work, I was made redundant. It was at that point that I decided to have a go at creating my own business. I found two bodies in Vizille which support people who setting up their own business. They helped me create a business plan and generate financing. Then I had to have the wraps tested to meet European standards …

Setting up Colimaçon took a lot of work and energy. I certainly wasn’t expecting it to be so difficult when I decided to launch my own brand!

RM: What challenges did you face?

AM: There were two big challenges. First, having the wraps tested in accredited testing laboratories to meet the European standards. The standards are drastic and we had to work on the mechanical properties of the material and compulsory labelling for the wraps to be validated.

All these tests, as well as setting up the website cost a lot of money. Banks are not so keen on financing such investments, especially as this was a particularly innovative project. So the second challenge was convincing the bank manager to lend us money!

RM: Where are your customers based?

AM: Most of our customers are based in France. That said, we do get orders from abroad. That’s why we have an English-language online catalogue and provide an English-language user’s guide upon request.

RM: How can our readers contact you to order a wraparound baby carrier?

AM: If you are ordering from France, you can order directly from our website (don’t forget to ask for our English language instructions if necessary!) If you live abroad, it may be easier to contact us directly by email with any queries.

Alternatively, if are a local and would like a baby carrying demonstration and a visit of the workshop in Herbeys, do contact us to make an appointment!

Pumpkins

Bob and Sylvie Tharinger own and operate Pumpkins (33 rue d’Alembert), Grenoble’s only authentically American restaurant. Christina Rebuffet-Broadus of Grenoble Life talks with them about showing the French that American cooking is much more than McDo has led them to believe.

Grenoble Life: Could you tell us a little about yourselves? It seems every Franco-Anglo-American couple has a story. What’s yours?

Bob: I had traveled around the world, had already been to Grenoble once, and came back here to work. This is where I met Sylvie, then we lived a while in the United States, where our son was born. But finally, we settled down in Grenoble in 1978. We came back because Sylvie wanted to return to Grenoble.

Sylvie: I’m not originally from here, but have family in Grenoble. For me, it was more that I didn’t want to live in southern France than I wanted to come back to Grenoble. I would have liked to live in one of the Scandinavian countries, with their Nordic landscapes. Grenoble was sort of a compromise for us.

GL: How long has Pumpkins existed?

Bob: We opened in September 2004. We bought the place in June of the same year, but of course had to do some work beforehand. It’s been almost five years, unbelievable!

Bob and Sylvie

GL: We all know the French people’s reticence towards American food. How did you get the idea to open an American restaurant?

Bob: We’ve always done a lot of cooking, often for our friends, often a lot of American dishes. We both like to cook and eat, and realized that people didn’t really know the variety of things you can eat in the United States. Unfortunately, the French tend to have a very fast-food idea of American cuisine. They would never believe the food you can get in the United States.

Where I’m from in Minnesota, we noticed restaurants do a lot of different things, there are all kinds of influences. So we figured we could probably do anything we wanted and call it American cooking, but we didn’t really want to call it “American” for fear that people would run in the other direction. So we just called it Pumpkins.

Sylvie: We got tired of people saying “American cooking … beurk!” We wanted to show people that real American cooking exists. Plus we didn’t want to put “American” in the name because it could sound a bit snobbish or exclusive, like not everyone was welcome. But we also didn’t want to use “American” because of a certain image that the French had of Americans, especially at the time of the opening because of the political situation. We just wanted everyone to feel comfortable, not like Pumpkins was just a place for Anglophones.

Bob behind the bar

GL: How did you come up with the name “Pumpkins”?

Bob: Sylvie just had the idea the one day! And I thought it was great because it’s very visual and something people remember easily.

Sylvie: I thought it sounded convivial. It made me think of the pumpkin patches in the American east coast at the end of summer when we used to visit. Plus Pumpkins sounded good and was easy to pronounce for us French.

GL: Now, for the good stuff. Tell us a little about your menu. What kinds of American food can your guests find at Pumpkins?

Bob: We really try to offer a sampling of the United States’ regional cooking. We have family all over the northern U.S., plus both of us like southern food — barbecue, seafood, and especially African-American cuisine, which in itself is extremely varied. There’s also a Jewish delicatessen influence, something relatively unknown in France. And if you go to the northwest region of the United States, there’s a great mix of Chinese, Japanese, and Native American cuisines based on the abundance of good, local products. More or less, we try to do a little of all this.

One of the hardest things is to do meat like in the United States. Lucky for us, we found a French butcher who lived and worked in San Francisco, but now he’s right on rue Nicolas Chorier. It’s great because he knows American cuts of meat. He knows what an American pork chop is and can cut a sirloin steak if we want. He even helps us to do real corned beef, which is practically impossible to find around here.

Sylvie: Every two weeks, we change one dish on the dinner menu. There are some things that we always have. We’ll always have the burger. At lunch, we always have chili on the menu, but we change the presentation — one week the chili will be in a tortilla, another it’ll be with guacamole. Once we had a couple come in and they both ordered the same dish, so I gave each one different sides. That way they could taste everything!

Downstairs dining room

GL: Pumpkins also does brunches. When are they held and where did that idea come from?

Bob: We’ve been doing the brunches for two or three years now. Our brunches are typically midwest-American. We wanted to host a brunch much like the Sunday brunch that I knew when I was a kid — eggs, bacon, sausage, plus some extras. We would like to do a real family-style brunch, with a self-serve buffet, but here we don’t really have enough room.

With all the families that come in, it would be hard for people to serve themselves with the strollers and the children and I don’t want to lose that family atmosphere by doing a buffet. It’s fantastic to see the people at the brunches — they’re relaxed, happy, even if they have to wait sometimes for their food,  they don’t care. They come in and have a good time.

It’s so successful that we have to turn down almost as many people as we accept for the brunches. We do just one service per brunch, that way the people can come and stay as long as they like. We want them to feel at home.

Sylvie: From a culinary point of view, I think we do the only real brunch in Grenoble. Our brunch is “made in Minnesota” — it’s not French, it’s not Spanish, it’s not Dutch. When we were younger, all the kids in Bob’s extended family knew they could go to his dad’s house on Sunday morning and be greeted with the smell of bacon grilling, eggs scrambling and the whole family got together. That’s the brunch we try to recreate, that family-get-together atmosphere.

Bob: In the 1960s and 1970s, my father would host these fantastic brunches and people would just stop by. Family members, friends passing through the area, and the ambiance was simply extraordinary. That’s part of the reason why we created this restaurant and really wanted to host the brunch.

GL: That’s a heartwarming story, wanting to recreate the family ambiance that you knew growing up at your dad’s. Speaking of family get togethers, does Pumpkins do anything special for American holidays?

Bob: We would like to do something for the 4^th of July, but since we’re in the city, it’s unfortunately impossible to do a backyard barbecue. Thanksgiving, however, is enormous. Last year, we had 60 kilos of turkey and I think in all we served around 150 Thanksgiving dinners, but I’m not sure. It got to the point where we stopped counting.

We also did a Christmas brunch, again with a lot of midwestern, German-American influences. We had German-American style pastries among other things because in the past, many German and Scandinavian immigrants settled in that region.

The idea behind all our dishes is family cooking. For all our meals we create a plate like if you were eating in an American family situation—all the food’s on the table and you help yourself to everything. Except we put the plate together in the kitchen, recreating that American plate, with the meat, sides, sauces and relishes all in the same plate.

GL: To finish, I’m going to ask you the impossible. How would you describe American cooking in a few words?

Bob: (with Sylvie, laughs) I remember our first cook, who was a very competent cook mind you, told us, “OK, I get it: just add sugar and hot sauce and it’s American cooking.”

There’s not just one American cuisine, there are lots of American cuisines, just like in France — the food varies enormously between the regions.  The cuisine of the southwest has touches of Mexican influence and is completely different from the cooking of the northeast where you’ll find chowders and baked beans. That cuisine has nothing to do with the cooking of New Orleans, which also has a totally different taste from the growing Cuban-American cuisine. There are lots, lots of different American cuisines.

But we’ll always have a hamburger on the menu for the French who don’t want to be disappointed and the Americans who want a real home-style burger.

Although the menu changes often, at the time of this interview, Pumpkins was serving Cajun catfish, a blue cheese burger, tortilla wrapped chili, and Los Angeles Fire Department-style chicken wings. Dinner dishes cost around 10-15 euros, desserts such as cheesecake, pecan pie, and sundaes cost 5-6 euros.

Pumpkins (33, Rue D’alembert, 38000 Grenoble) is open for lunch on Thursday and Friday; for dinner Wednesday through Saturday. Brunches are every other Sunday. Call ahead to reserve: 04 76 29 48 21

You can also sign up for the Pumpkins newsletter with the season’s brunch dates emailed in advance. Email pumpkins.restaurant@wanadoo.fr

Bookworm Café

Denis Rivière of Grenoble owns and operates the Bookworm Café (91 rue Saint Laurent), Grenoble’s newest English-friendly establishment. Christina Rebuffet-Broadus of Grenoble Life talks with him and his English wife Dawn about setting up a used book shop and tea room in one of Grenoble’s historic neighborhoods.

Grenoble Life: Could you tell us a little about the people behind the Bookworm Café?

Denis Rivière: I’ve always lived in Grenoble and I’ve been working since I was 18, in several different jobs. After having obtained a BTS in sales, I worked especially as a sales administration manager.

Thanks to this professional experience, I knew what it was to run a company. However, the times being what they are, I was laid off, like so many people today. I wanted to take it as an opportunity to work for myself. And people gave me lots of suggestions as to what kind of business to set up, but it was my wife who had the right one. So I’ll let her tell you about it.

GL: Yes, please tell us, how was the idea of Bookworm Café born?

Dawn Rivière: Originally from Shrewsberry, England, I’ve been in Grenoble since 1991 and the idea of a tea room/book shop had been running around in my head for quite some time. Before, in the quartier des antiquaires, there was a bookshop called Just Books. It was magnificent, an intimate little boutique, with tons of books—used books, new books and I always thought it would be great if there was a tea room right there in the book shop. Quite a lot of us felt the same way. We said why not, in Grenoble, have a used book shop that was also a tea room?

So, Denis and I discussed it for a long time, we thought about its potential and viability, and finally we said, “why not?” It’s something that didn’t exist in Grenoble and that market needed to be filled.  English book shop tea rooms exist in Paris, but Grenoble had yet to have one. I remember when I was in a student in Coventry, we had such a tea room, where my friends and I would eat and buy our books for school. The whole atmosphere was really fantastic.

GL: Where did you get the name, The Bookworm Café?

Dawn: We had several ideas. We considered The Literary Café, but thought it sounded a bit pompous. We were afraid that the name would frighten people who didn’t consider themselves to be very literary or intellectual. Of course The Bookworm Café was in consideration. So we made a list of four or five names and passed around to friends of ours, and The Bookworm Café won.

GL: True, The Bookworm Café sounds warm, cozy, like wrapping up with a good read. And what was it like to start your own business in Grenoble?

Denis: Everything went really well. As all new businesses, I had to register The Bookworm Café with the Chamber of Commerce and they gave me lots of advice on building a business. Thanks to my professional experience, I found the administrative aspects quite manageable. I met lots of people who were very willing to help with the project. Of course, I had a solid project and an accountant who helped with the financial aspects, but the people at the Chamber of Commerce were very pleasant to work with, very helpful.

When you’ve got an idea and you’re sure of it, you have to go for it. And the Chamber of Commerce is not naïve. They know that half of all new businesses fail within their first year, but if you have a viable project, they’re very willing to help. You just can’t be afraid of paperwork and bureaucracy, but once the ball was rolling, everything happened quite quickly.

The Bookworm Café terrace

GL: Grenoble boasts France’s second-largest Anglophone population. Does The Bookworm Café have a mission regarding this population?

Denis: No, not necessarily. It’s true that the Anglophone community likes to get together, in the pubs for example. It’s true that we serve English tea and pastries, but we’re open to everybody, English and French speakers who enjoy the coziness of a typical English atmosphere.

Dawn: We want the Bookworm Café to be a meeting place, like Denis said, for English and French speakers. You don’t have to speak English to enjoy a good cup of tea! Perhaps if we do have a mission for the English community, it’s to provide a good cup of real English tea, which is not so easy to find here in Grenoble!

GL: Tell us a little about the literary side of the Bookworm café. How do the book sales work?

Denis: It’s very simple! We sell used books. Paperbacks start at 50 cents and for the other books, the price depends on the age and the condition of the book. We’re considering putting into place a fidelity card system — each time someone donates a book, we’ll put a stamp on their card and once they’ve earned a certain number of stamps, they get a free cup of tea or something like that. But that project hasn’t been finalized yet. We want to know what our clients would like and then adapt to them.

GL: You also mentioned a book club. That sounds like an exciting idea.

Denis: Starting around mid-September, the Bookworm Café will host a free book club. There will be two groups, surely on Tuesday and Thursday, both starting at 5:30 p.m. We’ll have two groups — one for native speakers and French people who have spent some time abroad or who speak very good English; the other will be for people who enjoy reading in English, but who have more difficulties speaking. And of course both will be free and open to the public.

Dawn: As a teacher at the Université Inter-Ages, I realized that my students liked to get together and speak English together. This would give them, and others who are interested, the chance to practice English. We’ll also have an English server who will take orders and chat in English, just like what the participants would experience if they were in a café in England.

GL: Do you have any other programs that you are considering organizing?

Denis: We’re thinking about doing a class for younger children based on games, songs, things like that. Wednesday morning will surely be for younger children, with classes for older children and teenagers Wednesday afternoon. Since these would be classes, there would be a fee.

We’ll also have a Children’s Hour, with storytelling and and such. This would be a free program to help children have fun and just enjoy listening to English.

These programs will be put into place starting around the rentrée, so if anyone is interested, they should contact us for more information.

GL: The Bookworm Café is in the Saint Laurent neighborhood, which is one of Grenoble’s historical districts. What are your impressions of your neighborhood?

Denis: I’ve known this area for a long time, and back in the day, it was very lively, with butcher shops, green grocers, but since, these things have closed. But the neighborhood is being revived and there is a project underway to renovate the area and create a second city center.

Dawn: It’s a beautiful neighborhood, very charming, very historic – really worth discovering. For us, it’s a bit of a risk to have chosen this neighborhood, as it’s out of the way. There are fewer passersby than in the city center, but we think the people will come here because they like the atmosphere, the books, and the tea. In the city center, no other places that we looked at had the charm of this neighborhood, and we think that will attract people.

GL: Now that we can’t wait to have a comforting cup of tea and get cozy with a good book, where and when exactly can we find you?

Denis: We’re at 91 rue Saint Laurent in Grenoble. The Bookworm Café is open Tuesday through Saturday 9 a.m. to 7 p.m. For more information, please contact us at 04.76.25.29.98 or by email at bookwormcafe@gmail.com

The Bookworm Café is currently closed but will reopen on Thursday. July 30.

Ariane Zenker is owner of The Cake Shop (11 rue Thiers – 38000 Grenoble). James Dalrymple talks to her about how she came to set up her own business in Grenoble, her background, and her love of English and American-style cakes.

When and where did you get the inspiration for The Cake Shop and The Cake Agency?

Born in France to an English mother and a French father, married to an Israeli-American, I’ve always lived in a melting pot environment. After business studies at ESCP (Paris Graduate School of Management), I embraced the advertising world, working with international clients (such as Mars, P&G) at Leo Burnett, Saatchi & Saatchi. However, my passion has always been baking, which I experienced from early childhood, starting with my English grandmother. So after 13 years in advertising, when I was ready to start a project of my own, it was clear that it should be around baking.

How did The Cake Agency begin?

The Cake Agency was born in 2006 in Paris on the idea of bringing together my experience in advertising and passion for baking, mainly via image cakes with edible pictures that expressed the message of an event. The Cake becomes a medium of communication, a means to express a message in an original and delicious way. The cake is therefore decorated with an edible picture which can be a photo, a logo, an invitation, an ad, a child’s drawing…

The target is twofold: corporate and private. We provide cakes for new campaigns, corporate anniversaries, new contracts, seminars, but also birthdays, Mother’s/Father’s Day, housewarmings, weddings and wedding anniversaries. The idea was to benefit from my network in the communication field to boost the launch and generate my first clients.

However, due to family reasons, in the summer 2006 (a few months after the launch) I moved to Grenoble. After the birth of my fourth child, I first started my new business from home, as a market test and also a motivation test – how would I like starting my own business in cakes?!

How did you test the market?

In Grenoble, I started selling creative cakes via the internet, using a network developed when I arrived. It showed potential and there was an immediate reaction among corporate and private clients, as well as a lot of interest from journalists, which enabled me to get good coverage of the business. This was a springboard to get orders from clients such as BD, Saatchi & Saatchi, Area, among others, as well as many private clients for all kinds of events (birthdays, Mother’s/Father’s Day, weddings etc …)

There are links between corporate and private clients as many of them have been exposed to my cakes in a professional context and have then ordered them personally. The concept naturally drives word of mouth, which is a fantastic communication tool for the business.

After two years in Grenoble, in the summer 2008, I decided to further develop my concept beyond personalised cakes. I wanted to give a full blast to my project via a shop in which I would sell all the kinds of Anglo-Saxon baking I adore (scones, cheesecakes, cupcakes & cookies, bagels) as well as a great range of fabulous cake decorating accessories I had discovered in my training in the US and UK. This is how the idea of The Cake Shop was born. The Cake Shop name was chosen over The Cake Agency for its simplicity and relevance. The Cake Agency remains as a ‘brand’ more suited to the advertising cakes.

Where did you acquire your skill for making cakes?

Training was and is still the key to ‘professionalizing my vocation’, learn new techniques and know about the latest accessories: I underwent training in the US, the UK, Israel, and France for the pure baking side.
This ‘globetrotter’ training has enabled me to develop my cake decorating skills, know about the market internationally and its incredible equipment (mostly from the US and UK). Even more so, it has enabled me to mature my concept, meet and share experiences with others, learn from them and create a network within a universe that was new to me. I now have valuable contacts in the US, Israel, England and Holland that I can exchange with, an international cake decorating network!

The training and observation of the cake decoration market has also made me aware products and accessories of which France was completely deprived. Something had to be done about it!!!

Happy Birthday

Your products are inspired by American and English-style cakes, very different to classic French baking style. How have the French reacted to The Cake Shop?

My positioning is deliberately Anglo-Saxon in the store’s style, in its decoration and obviously in the cake and products on offer. This is my ‘edge’ and savoir faire. So far the reaction in Grenoble has been extremely positive, many people even coming into the store just to thank me for bringing such an atmosphere and products to their reach. There is also a lot of curiosity, people asking questions about the products. The fact of being a mix of patisserie, snack/lunch place, épicerie, and cake accessory/gift store brings at the same time confusion and interest.

So far, I have noticed that many people living in Grenoble have spent some time in the UK or the US. Many of them are fond of bagels (and regularly come back to us for them), the same for the scones, cheesecakes and cupcakes. I can also see the influence of American TV series with the cupcakes: our young clients seem to devour them with their the eyes before buying and eating them. For the accessories, many clients even express their gratitude in being able to find all these products in the same place. Before they used to struggle through the internet with high shipping fees. Globally, the French have been very positive and enthusiastic!

Why did you decide to leave Paris and the advertising world?

After 13 years in agencies working on fantastic brands and products, in 2005, I felt it was time to move on if I did not want to spend all my career in advertising. When the question of ‘what’s next?’ came up, the decision was made very easily, almost obviously. This is when the idea of The Cake Agency was born.

Why did you come to Grenoble?

In the summer 2005, just when I had left Saatchi & Saatchi to start The Cake Agency, my husband was offered a great position in BD Grenoble. It was a tough decision, family-wise and professionally, as all of my contacts were in Paris… However, the family decision was taken to go for the new start in the mountains! So, in the summer 2006, we moved to our new life.

How easy or difficult was it to set up a business in Grenoble? What obstacles have you faced setting up the business?

As I had absolutely no network in Grenoble, I first went to the Grenoble Chamber of Commerce (CCI), to a department called Ecobiz dedicated to starting projects and firms. The welcome and the support was just incredible, helping me develop my own network, seek partners, generate clients. In the different stages of my projects, I have been able to count on their support and advice.

In July 2008, I was awarded an award (Coup de coeur) in the Mercuriales contest (organised by the Chambre of Commerce) which rewards the most dynamic and creative commerce. This was all the more gratifying as I was mostly competing with real stores (while still being an internet boutique). This award gave me the confidence I needed to go to the next step and open my store. In September I took a decision and found a store the same week thanks to a real estate agency called Nahmias Immobilier.

The toughest part was probably the financing of the project within my time-frame as I was meeting banks in October 2008 just at the beginning of the ‘crisis’. Here as well, The Grenoble Chambre of Commerce helped me make key contacts in various banks, which was a very helpful way to be introduced. Finally, the project was developed with the regional Banque Rhone Alpes in Eybens, where the director is a very dynamic person, very keen to support starting businesses.

Thanks again to the Grenoble Chamber of Commerce, I was granted an interest free loan of 40,000 € from The Rhone Alpes Region. I think that starting a business has been much easier in Grenoble than it would have been in Paris!

Do you think Grenoble is a good town for entrepreneurs like yourself?

I believe that Grenoble is a great place to start. Probably in Paris my project would have been in the middle of two others, whereas at the CCI Grenoble, the service was really personalised, I didn’t feel alone.

Have you noticed any differences between the work culture in Paris and Grenoble?

There is a huge difference between them. First the mountains give a special dimension to Grenoble. One feels surrounded by nature all the time. People are much more oriented towards health food, walks, excursions in the summer, skiing in the winter. These differences need to be taken into account in the products on offer, in terms of ecological packaging, looking to develop an organic range for example.

What do you miss about Paris?

I love Paris and enjoyed living there. What I miss most is the beauty of the city, just walking in the street, the Marais, the Latin quarter, or simply driving through the voies sur berges, along the Seine.

What advice would you give others thinking about starting up a business in Grenoble?

In my experience I would definitely advise to get as much help as possible from the Chamber of Commerce, starting with the Ecobiz department. If premises are needed, I would recommend the real estate agency Nahmias Immobilier, which is extremely professional and work with their clients as real partners.

How can people order unique cakes from you?

The best thing for people to do is call to discuss the specificity of the order. If they can, we even prefer that they come to the store, where we can the show them different examples. We emphasize personalisation, so the contact with the client is key to proposing the most suited cake to the event.

Have you had many English speakers come into The Cake Shop?

So far, we have had quite a few English speakers come into the store and they were always very enthusiastic to find a part of their culture through the food (bagels, scones, cheesecakes, Philadelphia cream cheese) and through the cake accessories, and to be able to speak English. We are even considering giving some cake decorating workshops in English.

What’s next for The Cake Shop?

Next for The Cake Shop is to have baking lessons (workshops) started: Wednesdays from 15:30 to 17:00 for children, Thursdays from 17:30 to 19:30 and Fridays form 15:00 to 17:00 for adults. We will also further develop our lunch specials via all kinds of bagels and a menu du jour. We have special cake designs ready for Mother’s Day on June 7th (heart cakes, message cakes, cakes with a picture), as well as many creative and fun accessories and books, of course. The same goes for Father’s day (June 20th).

The Cake Shop