WBJ: With your expertise, how do you see the difference between the Polish and French beauty product markets?

Adrian Jagodzinski :The Polish beauty market is incredibly dynamic, offering a wide range of products, brands, and retail spaces—both physical and online. Compared to France, Poland has a strong focus on aesthetic medicine, with consumers prioritizing efficacy. In France, dermocosmetics dominate pharmacies and "parapharmacies," which are adjacent to traditional pharmacies. Poland, on the other hand, boasts high-quality perfumeries, drugstores, and beauty salons, while pharmacies mainly carry medical-grade brands. This distinction shapes the way brands position themselves in each market.

Have you faced any challenges adapting to the Polish market?

Yes, adapting to local market nuances has been key. Caudalie, while a globally recognized brand, remains a family-owned business rather than a large corporation. Unlike multinational groups with extensive in-country structures, we rely more on a localized approach. Understanding Polish consumer behavior, distribution channels, and competitive landscape is essential. We need to align our global strategies with what resonates locally, ensuring our tools and messaging are effective in this market.

You've worked extensively with large retail networks and now focus on an omnichannel approach. How has that shift been for you?

Omnichannel retail is crucial. Consumers today expect a seamless experience across all touchpoints, whether online or offline. Our marketing strategy ensures consistency—promotions, messaging, and product visibility are synchronized across all platforms and geographies. Whether working with independent pharmacies or major retailers, we emphasize visibility and leverage media investments to drive engagement and sales.

Can you describe your strategy for strengthening Caudalie's position in Poland?

This year marks my sixth anniversary with Caudalie, and our strategy has evolved significantly. From the start, we focused on positioning Caudalie as a premium yet accessible brand. In Poland, purchasing power is lower than in France or the broader EU, making luxury products less accessible. Our approach has been to establish a strong presence in premium retailers first, reinforcing our high-quality image, and then expand into pharmacy networks. By doing so, we maintain our premium appeal while demonstrating that our products offer excellent value.

Online sales are playing an increasingly crucial role in the beauty sector. How is Caudalie leveraging e-commerce and digital marketing to engage Polish consumers?

E-commerce is rapidly growing, and maintaining price consistency between online and offline channels is critical. Polish consumers are highly price-conscious and frequently compare prices across platforms. Our goal is to balance competitive pricing with maintaining brand value. Additionally, we invest in digital marketing to enhance visibility and engagement, ensuring that consumers receive a cohesive brand experience whether they shop in-store or online.

 With your experience in luxury, mass-market, and sports retail, what is your prediction for the next big shift in Poland’s beauty and wellness industry?

Over the past 15 years, Polish consumers have been pragmatic, prioritizing efficiency and affordability. However, as the economy has developed, there is a clear shift toward premiumization. Consumers are increasingly willing to invest in high-quality products. While Poland isn’t a luxury-dominated market yet, the premium segment is growing steadily.

In terms of retail, I foresee a polarization: discount retailers will continue to attract price-sensitive shoppers, while premium stores will thrive by offering exceptional customer experiences. Everything in between may struggle. Online shopping will remain dominant, but high-end retailers can differentiate themselves by offering services like in-store consultations and experiential shopping.

How would you define your style of leadership?

For me, leadership is about people—bringing the right individuals on board, fostering their passion, and creating an environment where they can grow. I believe in giving my team space to develop ideas, learn from mistakes, and advance within the company. When I joined Caudalie, we had a small team; now, we are nearly 20 people. As the company grows, so do opportunities for our employees. Leadership also means being available and supportive, helping the team overcome obstacles and ensuring they have the tools to succeed.  

BIO

Adrian Jagodzinski
General Manager, Caudalie Poland