Industrial "Made in France" is a double-edged sword. On the one hand, it is synonymous with elite engineering and geopolitical independence (the famous "ITAR-free"). On the other, it carries a historical burden: the perception of cultural arrogance and commercial rigidity. For mid-sized companies and the flagships of the BITD, the equation is brutal: how can you export your French excellence without your flag becoming a repellent? The answer is not to be found in translating your brochures, but in redefining your universal mission.
Being a flagship of French industry is a source of pride. Carrying on the legacy of Colbert, Dassault, or the great engineering corps confers an undeniable aura. But let's be clear: beyond our borders, this aura shines differently.
For a prospective customer in Jakarta, Riyadh, or Brasilia, your tricolor flag tells two contradictory stories. One speaks of reliability, high technology, and independence. The other whispers tales of rigidity, implicit moral lessons, and an ethnocentrism that can sometimes be stifling.
This is the paradox of image export.
If you generate more than 40% of your revenue internationally, or if you are targeting markets outside the NATO sphere, you will feel this friction.
You know that brandishing the French rooster is necessary to justify your technical expertise, but risky for customer relations. How can you break this deadlock?
By changing the paradigm: France should no longer be your message, it should be your guarantee.
Many French manufacturers navigate between two major pitfalls when addressing the global market. This is what we call the "exporter's schizophrenia."
This is the traditional approach, often inherited from a strong engineering culture. The company believes that technical excellence is enough on its own. The message is: "We are French, so we have the best technology—buy it."
Why it no longer works:
In a multipolar world, technical superiority is a prerequisite, not an emotional differentiator. This stance is perceived as arrogance. Worse still, in sensitive markets, placing heavy emphasis on national origin can be seen as a political risk (protectionism, diplomatic dependence).
Conversely, in order to avoid causing offense, some mid-sized companies try to fade into the background. They create subsidiaries with Anglo-Saxon names, remove all references to their roots, and adopt bland "Global English."
Why it's dangerous:
By trying to be everywhere, you end up being nowhere. You lose your premium price power. Why pay a high price for technology if it seems generic? If you remove the "French Touch" (rigor, engineering, safety), you find yourself in direct competition with low-cost Asian players or standardized American giants.
The conclusion is clear: you should neither hide your roots nor impose them on others. You should enhance them in the service of the customer.
To resolve this paradox, you need to make a mental shift in your governance. This involves transforming your "Nationality" (which concerns you) into "Value" (which concerns your customer).
In strategic marketing, the structure of a strong promise is simple:
The Promise (Benefit): What the customer gains.
The Proof (Reason to Believe): Why it's credible.
Too many companies are putting their faith in France. That's a mistake.
France must be the proof.
A concrete example in cybersecurity or defense:
| Arrogant Approach (Self-centered) | Strategic Approach (Customer-Centric) |
| Message : “The French leader in sovereign cybersecurity.” | Message : “Ensure your national sovereignty with independent technology.” |
| Subtext : We are the best because we are French. | Subtext: We understand your need for independence because we come from a country that cherishes it. |
| Role of origin: Purpose. | Role of origin: Guarantee of non-interference (ITAR-free). |
This is where the argument becomes compelling for non-NATO markets and non-aligned countries. French industry has a unique card to play against the American and Chinese blocs: the offer of autonomy.
Instead of selling "French technology," sell "the ability for customers to control their own destiny."
Your French background is no longer a cultural constraint.
It becomes the legal and technical guarantee that there will be no foreign "backdoor" or legislative blockage (such as the US ITAR).
By positioning your brand around this universal mission (customer autonomy), you eliminate arrogance. You no longer say, "Look how strong I am," you say, "I give you the means to be strong."
Once this philosophy has been adopted, how can it be implemented operationally?
Before redesigning the website in English or Arabic, the Management Committee must approve a mission that transcends borders.
Bad mission: "Spreading French expertise abroad."
Good mission: "Securing critical infrastructure in emerging nations."
This mission will serve as a compass. It allows us to maintain brand consistency while adapting to local conditions.
French excellence (a taste for a job well done, precision, industrial aesthetics) should shine through in your deliverables, not necessarily in your slogans.
Design & UX : Elegance and ergonomics are valued French cultural markers. Use them to distinguish yourself from austere German or utilitarian American interfaces.
Service & Training : This is often where the problem lies (the famous arrogance). Train your export teams in active listening and cultural humility. Your technical expertise does not give you the right to ignore local customs.
Don't translate word for word. Transpose the concepts.
In Germany, your "French creative genius" must become "Rigorous and disruptive innovation."
In the Middle East, your "Sovereignty" must become "Long-term partnership based on trust and transfer of skills."
In the USA, your "Independence" must become "Effective alternatives and interoperability."
The core of the reactor (your product, your values) remains the same, but the angle of attack changes.
Selling internationally is not about hiding who you are or forcing your brand on others. Lasting success belongs to brands that are able to strike a subtle balance: using their roots to reassure customers of their expertise, while projecting a universal vision that includes the customer.
Your "Frenchness" is a fixed asset. For it to become cash flow, it must be transformed into customer profit.
As you can see, this is not (just) a marketing issue. If your export sales team is perceived as arrogant, or if your brand is floating in an identity "no man's land," the problem often comes from above.
It's a question of vision.
Is your company defined by what it is (French, Engineering, Historical) or by what it enables (Security, Progress, Autonomy)?
At Autour de l’Image, we know that this semantic shift cannot be improvised on the fly. It requires reworking the fundamentals of your company. This is precisely the purpose of our “Governance Foundation” offering .
We help you align your strategic vision with your operational reality to build a brand platform that travels, convinces, and unites, from Paris to Singapore.
Is your brand ready to go global without losing its roots? Don't let perceived arrogance hold back your growth.
