The brand
Creating a brand is one thing. Turning it into a business is another. Founded in 2016, CÔCO GIN set out to create decorative objects bringing together design, artistic and historical references, high-quality materials and traditional craftsmanship.
With premium positioning and international ambitions, the brand needed more than a distinctive identity: it needed the business infrastructure to bring its products to market. As co-founder, Ludovic de La Bédoyère took on responsibilities spanning strategy, marketing, commercial development and operations.
Brand building and product development
CÔCO GIN was conceived around a distinctive creative world, blending artistic references, historical narratives and artisanal know-how. The work covered brand positioning, collection development, product presentation and market-entry strategy. Early creations included limited-edition lacquered trays handcrafted in Vietnam using traditional techniques and demanding production processes. Developing the collections required connecting creative vision, material selection, manufacturer relationships, production quality and commercial viability. The challenge was to preserve the brand’s premium positioning at every stage, from concept through to delivery.
02E-commerce and international distribution
Building CÔCO GIN’s commercial presence meant developing different sales channels for audiences with distinct needs. The strategy combined the brand’s own e-commerce platform, international marketplaces, relationships with concept stores, retailers and distributors, and B2B opportunities with interior design and hospitality professionals. The work included digital marketing, content production, public relations, campaigns, events and customer acquisition initiatives. Active in European markets and the United States, the brand sought to develop international distribution consistent with its positioning, combining digital and physical channels. The goal went beyond visibility: it was to turn interest into sales and lasting commercial relationships.
03Operations, management and business development
Behind the brand’s creative and commercial expression lay the complexity of running an international business. Responsibilities covered commercial planning, supplier and manufacturer management, production follow-up, logistics, inventory, distribution and customer experience. They also included financial management, budgeting, performance monitoring, cash flow and profitability-related decisions. Balancing premium quality, production cycles, investment, timelines and commercial growth called for constant decisions and an integrated business perspective. This entrepreneurial experience strengthened a principle that now informs Atelier LB: marketing must be connected to a company’s operational reality and economic objectives.
