La Maison Orphée: Capitalizing on efficiency to drive resilience
Founded in 1983 and led by sisters Élisabeth and Élaine Bélanger, La Maison Orphée is a family business specialized in the manufacturing of oils, vinegars, mustards and natural and/or organic salad dressings.
With a presence in over 3,000 points of sale in Canada, the company has built a reputation for quality and authenticity.
It has also developed a culture of operational and administrative efficiency, enabling it to remain competitive in a demanding market. According to Élisabeth Bélanger, the whole team “learned how to be efficient in every possible area.” The company’s culture has made all the difference in an exciting but demanding industry.
Contending with a complex market
Soaring costs are a recurring issue in the food industry. La Maison Orphée has learned to partially offset them by optimizing its processes and boosting productivity. Over time, the company has developed a disciplined approach, well before the recent economic turbulence began.
La Maison Orphée has also had to contend with tariffs on imported products, even though these only making up a small portion of its sales. What’s more, the company lost a customer they were developing due to tariff-related uncertainty.
In addition to losing that customer, the company has encountered a host of other business challenges, including fluctuations in the Canadian dollar.
We learned how to be efficient in every possible area.
Élisabeth Bélanger
CEO, La Maison Orphée
Focusing on quality, innovation and the brand
To overcome these challenges, La Maison Orphée implemented several strategies. These included bolstering its marketing outside Quebec and focusing on product innovation to continue to develop major distributors.
The company implemented an exchange rate risk management policy, developed over 18 months in collaboration with experts, to anticipate import costs.
In addition, Maison Orphée never takes its customers for granted. The company pays attention to their tastes and preferences, adapting accordingly without diluting its brand.
For Élisabeth Bélanger, the brand’s strength is paramount: “Our brand is our number one asset. We have to nurture it and make it shine.”
The company has implemented a strategy focused on three core pillars:
- Targeted innovation: Develop new high-value-added products.
- Active listening: Continually adapt to consumer preferences.
- Strong positioning: Maintain a flawless brand image focused on natural, local products and expertise.
A clear, sustainable vision
Today, La Maison Orphée is focusing its efforts on the Canadian market while exploring international opportunities. The company is also open to acquisitions if strategic opportunities present themselves.
There is always a way to turn a setback into an opportunity. You just have to find it and make it a happen.
Élisabeth Bélanger
CEO, Maison Orphée
Fostering resilience and motivating employees
La Maison Orphée has been able to protect its employees’ jobs and maintain its production capacity despite industry challenges. The company has strengthened its internal leadership and is working to build on the organizational gains achieved in the last few years.
It continues to integrate process automation and new technologies, such as artificial intelligence, into its design processes and sustainability analyses. “There’s always a way to turn a setback into an opportunity,” according to Élisabeth Bélanger. “You just have to find it and make it a happen.”
The company continues to focus on its ability to innovate, maintain efficient productivity and build lasting relationships with its customers.
Next step
Want to learn how investing in productivity can help your business stay competitive amid trade uncertainty? See our wide range of free tools available to you.