4 - Internationalist

M E D I A
one year after the
takeover of groupe express
— expansion
P R O F I L E
Few CEOs have a reputation for modesty, but Rik De Nolf of Belgium’s Roularta Media Group is a rare
exception. After 40 years of working in a company started by his father in Flanders, last year he completed
the takeover of France’s giant Groupe Express-Expansion, with a total of 20 titles, and a group once ranked
among the top 5 French media companies. Although this has the hallmarks of a David and Goliath story,
De Nolf is unpretentious when explaining the buy out:
““Perhaps the biggest surprise was that we
could make this deal at all! It has meant
growing the company by 50% and becoming
an important European player. Such an
agreement would have been impossible just
five years ago. In fact we tried, but we could
not compete with the large French
conglomerates. Groupe Express was sold to
Vivendi, then to Hersant, then to Group
Dassault. However, we never gave up as we
always knew the fit was right with Roularta.”
Certainly the evolution of the French deal
is fascinating in today’s international world
where big companies are generally taken
over by bigger ones. However, the capacity
for a Roularta, a leader in a market of 10
million people, to takeover a national title in
the French market of 60 million, is largely
rooted in how they learned to be successful
in a complex country like Belgium. With its
dual languages and what some may
characterize as dual national personalities,
this family-run Flemish publishing company
initiated many smart publishing firsts.
In fact, forty years ago, the Belgian market
did not have a national news magazine, a
national business magazine, or a national
sports magazine. Roularta started them all,
and Rik De Nolf achieved this through
collaboration and a willingness to learn
techniques from publishers in much larger
markets. And to this day, there is scant room
in the Belgian market for competition in
these three hallmark magazine categories.
De Nolf started with a visit to the U.S.-
based Newsweek where he negotiated a
copyright deal to use marketing materials.
He learned about subscription sales and
adapted Newsweek models to his home
country. Until then, magazines in Belgium
were only sold on a newsstand; subscriptions
did not exist. This was particularly crucial to
the initial success of the Roularta
newsmagazines, Knack in Dutch and Le Vif
in French, and was also key in the
development of the business magazine,
Trends—published in both Dutch and
French.
DeNolf then started another, perhaps
fateful, collaboration 28 years ago with
L’express, which became a foundation for
enabling the 2006 takeover. Le Vif, their
French-language newsmagazine, initiated a
joint venture with France’s L’express; De Nolf
saw the advantages of collaborating with
neighboring French-language journalists.
“When we made the bid for Groupe
L’express-Expansion,” De Nolf explains, “the
journalists in particular were delighted. They
knew how the Belgian joint-venture
operation was always consistent and believed
in great editorial independence. Their
company had changed ownership four times
through sales mostly to industrial groups, so
they knew that we were a very stable partner
who cared about their essence of their
business.”
One year after the takeover, De Nolf steps
back and recognizes just how far both he
and Roularta have come. It does not stop
Rik De Nolf
CEO
Roularta Media Group
him, though, from assessing how much more
has to be done to continue the efficient
transition. He speaks of modernizing the
prepress process, installing new systems to
improve work flow, integrating color work with
Roularta rather than outsourcing, and using
their new Belgian printing operation for the
majority of the L’Express titles.
De Nolf has plans for further international
growth in a number of niche sectors
throughout Europe— the senior/50+ market,
products for young readers, and city
magazines. He scoffs at discussions about a
lesser role for print in today’s media mix.
“There will always be a place for quality
publications, and that is what we do best.”
Roularta’s remarkable achievements may
stem from their success in a small market, but
they are firmly rooted in De Nolf’s willingness
to learn and adapt the best practices used in
larger markets. And in doing so, Roularta
Media Group not only wound up taking over a
big company, but they managed the process
smoothly, successfully, and with the confidence
of all employees. And in today’s business world
that is a rare accomplishment indeed.
For more information go to:
http://www.roularta.be/en/roularta/default.htm
B Y D E B O R A H M A L O N E
www.internationalistmagazine.com
35