From Africa to the Middle East, how a franchisor can make its mark despite fierce competition
Here is the case of the franchisor Gémo, which is implementing its international strategy despite fierce competition. How the brand adapts its concept and relies on local franchisees to stand out.
The purpose of this article is to give ideas to other franchisors, whether to draw inspiration from this example or to critique it and do things differently.
Gradually Covering the Saudi Market
Last October, the French family fashion brand Gémo, a subsidiary of the Éram group, reached a new milestone in Saudi Arabia by opening two stores in Arar and Hafr Al Batin. These openings bring the total number of the brand's stores in the country to eight, where fashion consumption is particularly dynamic.
The goal is clear: to reach about twenty points of sale in the territory in the medium term. But the context is not simple. “The local fashion market is very active, but competition is fierce. International brands fight for the best locations and compete for franchisees to attract as many consumers as possible. However, it should be noted that today the local purchasing power is more diluted than in the past,” notes Julia Decarsin, International Development Director at Gémo (source: Le Moci).
Relying on a Strong Local Partner
As in most of its international markets, Gémo relies in Saudi Arabia on a franchise partner. This partner holds exclusivity in the territory and has been working with the brand since 2022. Julia Decarsin points out: “This is a major franchisee, with many other international brands in their portfolio. This is an advantage because it means they have significant financial and structural support while being present in numerous shopping centers” (Le Moci).
But this strength can also have a downside: “When Gémo is one brand among dozens, the level of involvement can be lower. It's important to find the right balance and the right partner,” she qualifies.
The brand favors franchising for its international development. “We do not claim to know the specifics of each market, its regulations, etc. For example, in Saudi Arabia, SASO certification requires prior registration of everything we export. Therefore, we prefer to rely on local partners,” adds the international director (Le Moci).
Adapting the Offer to Local Specificities
The stores recently opened in Saudi Arabia are “Gémo Kids” stores, focused on children's fashion, a concept not present in France where the brand mainly develops its “Gémo Family” concept. “In the Middle East, purchasing habits are more focused on children's fashion, while the men's offer is smaller due to the strong presence of traditional clothing. It's necessary to adapt the model to local needs,” explains Julia Decarsin (Le Moci).
This strategy, already tested in Côte d'Ivoire, has allowed Gémo to now have five “Gémo Kids” stores and three “Family” stores in Saudi Arabia. Expansion continues: by September 2025, the brand will open its first store in Dubai, United Arab Emirates. Again, it will rely on the flexibility of the concept, combining “Kids” and “Family” formats depending on available space.
Highlighting Its Differences Against Competitors
In an environment marked by the pressure of major fashion players, Gémo aims to stand out. “We are the only international player to offer a complete men/women/children range in clothing and footwear. The footwear offer is very differentiating to attract consumers,” says Julia Decarsin (Le Moci).
Licenses are another advantage: “We have exclusivity on many licenses, and we see that this attracts franchisees,” she adds.
Africa, a Priority Market
While the Middle East is a priority, Africa also remains a strategic territory. Gémo is present in Algeria, Tunisia, as well as in several sub-Saharan countries (Cameroon, Gabon, Senegal, Côte d'Ivoire, and recently, the Democratic Republic of Congo).
“Africa is a priority territory for us. Purchasing power is lower than in the Middle East, but competitive pressure is also less intense,” notes Julia Decarsin (Le Moci).
However, success once again relies on strong local partners. “For example, in Gabon, there are very specific regulations. Products can be easily held at customs if not fully mastered. This requires a certain logistical strength from the partner,” she explains (Le Moci).
By the editorial team of AfricaFranchise.com