The French childcare market is going through a period of profound change. A historic demographic downturn, the rise of e-commerce and second-hand goods, and changing purchasing habits: all these factors are redefining the rules of the game for manufacturers in the sector.
While the fundamental needs of young parents remain unchanged - security, practicality, trust in brands - the sector's distribution channels, purchasing behavior and economic equilibrium have undergone major upheaval.
In the face of these transformations, maintaining growth requires in-depth adaptation: choice of channels, product innovation, range evolution, marketing strategy, etc. But to do this, companies need to have a panoramic view of the childcare sector.
This article is aimed at manufacturers, offering them an insight into current developments and concrete levers for developing their sales in a rapidly reshaping ecosystem.
Childcare refers to all care, products and services designed to promote the well-being and development of babies and young children, from 0 to 3 years of age (sometimes older for products such as strollers and car seats).
We generally distinguish two main product categories, called large nursery and small nursery.
If the minimum birth equipment (cot, stroller, car seat, etc.) is around 1,500 euros, the monthly budget then hovers around 490 euros per month, if you combine childcare, food and equipment, thanks in particular to public subsidies, which one household in two receives.
The baby budget therefore remains relatively high, and benefits from a number of positive trends:
In 2024, France recorded 663,000 births, down 2.2% on 2023 and 21.5% on 2010. The total fertility rate stands at 1.62 children per woman, the lowest level since 1919.
This drop in the birth rate automatically leads to a contraction in demand for childcare products, forcing industry players to adapt their offer and explore new market segments.
Despite this unfavorable demographic context, the French market is resilient, with estimated sales of €850 million in 2024. This resilience is due to two main factors:
This performance is all the more remarkable given that, in addition to the drop in births, the sector is facing inflation, which is putting a strain on household budgets.
However, not all segments are equally resilient. Large nursery products are holding up well, while small nursery products, which are more sensitive to budgetary considerations, are experiencing difficulties (-8% for baby toys in 2024).
There are four main traditional channels for distributing childcare products. Let's take a look at them before moving on to emerging models.
An analysis of this channel reveals a contrasting situation: while some players, such as Orchestra (now NewOrch), have experienced financial difficulties due to the falling birth rate and competitive pressure (particularly from supermarkets), other networks are doing well.
The winners are Autour de Bébé and Bébé 9. These leaders are performing strongly thanks to their expert positioning. Their ability to advise and the depth of their assortment meet the expectations of parents looking for support.
Overall, the specialist network will happily outperform the supermarket sector, with growth of 6.3% in 2024, compared with -7.6% for hypermarkets and supermarkets. This performance shows that consumers now prefer stores offering expertise and a more targeted selection.
As far as supermarkets are concerned, the overall strategy is focused on affordability. They avoid positioning themselves at the top end of the market, allowing specialist networks to make it their preserve.
Supermarkets and hypermarkets, on the other hand, take advantage of their unrivalled traffic to position more profitable private labels: Carrefour Baby, Intermarché La Pommette, Lidl Lupilu etc.
In France, pharmacies and parapharmacies occupy a strategic position in the childcare market, generating several hundred million euros in sales thanks to their comprehensive range of essential products: infant formulas, diapers, care and hygiene. The infant formula segment alone accounts for around €247 million in this channel.
These pharmacies capture a significant share of the global market for baby care and hygiene products, valued at almost €1.2 billion. Their health expertise gives them a decisive competitive edge: they combine personalized advice with immediate accessibility, perfectly meeting the expectations of young parents in search of reassurance. This medical legitimacy explains why many brands use this channel to promote their technical innovations (feeding bottles, breast pumps, specialized care products).
Baby soothers are a perfect illustration of this channel's sales strategy: these fast-moving products generate frequent purchases, while serving as effective loss leaders, encouraging parents to complete their purchases with other products on the shelves.
Online sales have grown considerably in recent years, even for products that have traditionally been purchased in physical retail outlets. E-commerce is enjoying massive uptake for products that are already well known or do not require a trial. Parents prefer platforms offering consumer reviews, competitive prices and fast delivery.
Marketplaces - both general (Amazon, Cdiscount) and specialized (Smallable, L'Armoire de Bébé, Bambinou) - are capturing a growing share of sales. They offer a powerful alternative for brands, albeit at the price of significant adjustments (pressure on margins, standardization of product content, natural and paid referencing, etc.).
The childcare sector is also marked by the emergence of new channels that are attempting to overturn traditional distribution models.
Ma Biche, Little Cécile and Happy Nounette have become the preferred boutiques of many mothers, and can be classed as concept stores with a sharp selection of brands, meticulous aesthetics and a strong boutique experience, often combined with an e-shop.
Players such as Joone (France) and Mushie (USA), on the other hand, fall under the DNVB (Digital Native Vertical Brand) model, i.e. with an online launch, control of their production and communication focused on digital branding.
Last but not least, Elodie Details, a premium brand of Swedish origin, distributed both on its own website and via multi-brand retailers.
These three categories of players don't belong to any of the traditional channels mentioned above, but are determined to make their mark on the shopping habits of young parents.
Today, more than one in two young mothers buys second-hand items, for both economic and ecological reasons. Leboncoin has established itself as the key player in this field. But Vinted and Beebs (Kiabi) are also becoming important audience hubs, even for premium brands resold between private individuals.
Finally, new models are emerging around consumption by use, such as stroller rental or clothing boxes, a subscription (or one-off) service where you receive a selection of clothes at home, generally personalized according to your style, size and preferences.
Today's young parents no longer consume childcare like their elders did. Their purchases are increasingly conditioned by their values, their community and their economic imperatives.
Millennials and young Gen Zers, who now make up the majority of new parents, are transforming traditional buying codes.
Their ethical and health requirements are at the heart of the purchasing act:
This search for meaning benefits brands capable of combining transparency, traceability and genuine CSR commitment.
Today's parents inform themselves via digital platforms such as social networks (Instagram, TikTok, Pinterest), consumer reviews, or parent groups (forums, WhatsApp communities, apps like WeMoms etc.).
As a result, brands must develop strong social proof:
The rising cost of living is forcing families to cut back on certain expenses, even on essential products. A CSA survey published in early 2024 showed that 53% of parents planned to reduce their purchases of children's clothing and equipment over the year.
This dynamic encourages :
💡 For manufacturers, this means innovating or communicating on product longevity, modularity, and cost of use over time.
Faced with these many changes, manufacturers are adapting and deploying new strategies.
Some have taken the winning gamble of investing in innovation and aiming for a more upmarket positioning, which in particular enables them to differentiate themselves from the competition from supermarkets, which have little presence in this segment.
The connected stroller, now equipped with intelligent sensors and mobile applications, is a fine example: this highly attractive premium segment stimulates a global market estimated at €235 million with the regular introduction of new models.
Numerous startups are driving innovation in the sector: BABYZEN's YOYO stroller (acquired by Stokke in 2021) has revolutionized the market with its ultra-compact design, designed to be accepted as carry-on baggage.
Established manufacturers and new entrants alike are trying to align themselves with the new expectations of young parents (safety, practicality, ecology).
Estimated at over 1.1 billion euros, the infant food market, largely dominated by the giants Danone and Nestlé, is seeing the emergence of new, highly committed brands such as Popote, Yooji and Babybio, which are upsetting the traditional players.
Sustainability and ecology are also becoming key communication drivers, and many manufacturers are reviewing their production processes, labels and packaging to promote low-carbon manufacturing.
Finally, flexibility and portability are also essential criteria for parents living in cities, who favor compact, adaptable equipment, particularly to simplify their journeys on public transport.
For many parents, quality remains a non-negotiable criterion, conveying trust and recommendations. In a sector where safety is paramount, reputation becomes a major strategic asset. Leaders such as Chicco, Stokke, Bugaboo and Cybex capitalize on their image as reliable manufacturers to justify premium prices.
That's why online reviews and recommendations are a crucial part of brand strategy. Social networks and other web platforms are scrutinized by parents about to buy products, and the content of comments - both positive and negative - has a decisive impact on online and offline sales volumes.
Medical endorsement and technical or nutritional expertise also play a promotional as well as informative role on packaging.
In addition to using influencers to reinforce credibility and authenticity (notably via product tests), brands are increasingly disengaging from traditional advertising in favor of cheaper, more targeted digital.
Manufacturers are also investing in the development of proprietary sites and partnerships with specialized marketplaces to :
Club Orchestra (3 million members) offers an interesting example of the implementation of a premium subscription. The offer is part of a transparent loyalty model: a low annual subscription fee entitles members to immediate and permanent benefits (delivery, advantageous returns, exclusive partner services, etc.), thus creating repeat purchases.
Internationalization is also an avenue to explore for Made in France products, which enjoy a good image abroad. This is why, if they themselves are attacked by their international competitors on French territory, French brands can find new growth drivers in exports, in the face of domestic stagnation.
Finally, when the historical market no longer offers growth opportunities, moving upmarket or expanding the product range with new products can pay off, whether through internal development or external growth.
Despite the rise of digital, the physical point of sale retains decisive advantages.
In addition to the high expectations of certain customers for advice, the nursery store lends itself particularly well to dramatization and, more broadly, to the creation of an exceptional customer experience. And merchandising strategies are paying off, with the French spending on average 30% more in-store than online.
Another significant advantage of the point of sale is that the little ones are welcome! Physical retailing lends itself to involving children in the act of buying, unlike the Internet, which is often forbidden to them. As a result, immersive experiences are flourishing in stores dedicated to childcare.
Examples:
Another card to play for points of sale is the recency of items, a point on which the second-hand market can hardly compete. This economic realism accelerates innovation cycles, which are crucial to revitalizing in-store sales. Manufacturers and retailers are under pressure to constantly offer something new in the second-hand market.
Against a backdrop of transformation in the juvenile products market, manufacturers need to adapt their sales strategies to maintain and develop their in-store presence.
Juvenile distribution represents a complex ecosystem, where parents' purchasing decisions are largely based on the advice and trust placed in specialist outlets. As for the brands that make it onto supermarket shelves, competition is fierce to say the least.
In this context, mastering trade marketing becomes essential for your brand: it's no longer enough to simply deliver your products to retailers, but to ensure that they are properly showcased, that field teams understand your differentiating arguments, and that the final customer experience reflects your brand's positioning.
Parents, who are particularly attentive to safety and quality in their early childhood purchases, trust the recommendations of specialized salespeople - hence the crucial importance of effectively training and supporting your network.
Retail execution takes on a major strategic dimension here: each point of sale must become a true ambassador for your brand, with optimal merchandising, teams trained in your innovations, and regular performance monitoring.
Sidely CRM brings you numerous benefits in terms of performance and control at the point of sale:
The key is to harmonize best practices across the entire network and improve overall profitability, whatever channels you activate.
This structured approach guarantees the consistency of your presence across the country, while giving you the visibility you need to quickly adjust your sales strategy and optimize your ROI in the nursery network.
Conclusion
The French childcare market illustrates the ability of a sector to adapt in the face of major structural challenges. The resilience shown despite the demographic downturn demonstrates the effectiveness of innovation and differentiation strategies.
For manufacturers, future success will depend on their ability to :
In this ever-changing environment, only companies capable of combining strategic agility and operational excellence will be able to transform today's challenges into opportunities for sustainable growth.
