logo
What you need to know about France's 2025 summer sales

What you need to know about France's 2025 summer sales

Local France12 hours ago

In France there are only two official '
soldes
' - sales - period per year, one in summer and one in winter.
The government sets the dates and outside of these periods shops are heavily restricted in the type or size of discounts that they can offer.
Dates
This year the summer sales begin on Wednesday, June 25th and run until Tuesday, July 22nd.
Well, that's the case in most of France - of course, there are exceptions.
In the Mediterranean island of Cosica the sales run from July 9th to August 5th.
Advertisement
There are also different sales dates for France's overseas départements including Guadeloupe (September 27th to October 24th), Martinique (October 2nd to October 29th), La Réunion (February 1st to February 28th), Saint-Barthélemy et Saint-Martin (October 11th to November 7th) and Saint-Pierre-et-Miquelon (July 16th to August 12th).
When is a sale not a sale?
Les soldes
are highly regulated - at other times of the year shops are allowed to offer discounts, but this is not a sale.
The difference is the level of discount - stores can sell items for less than their original price, but they are not permitted to sell the item for less than they bought it for, apart from during the
soldes
period.
The one exception is that shops are permitted to have closing-down sales if they are shutting down, or closing temporarily for refurbishment.
Sale items must be clearly marked and separated from non-sale items, with the before and after price plainly visible. Online stores must also abide by these rules.
Stores are forbidden from hiking the prices of items before the sales period to appear as though it is offering huge discounts during the
soldes
.
During the rest of the year discounting is allowed in certain circumstances, so you might see promotions or
vente privée
(private sales, usually short-term events aimed at regular customers or loyalty-card holders) throughout the year. All of these events must, however, abide by the golden rule - the item cannot be sold for less than the shop paid for it.
What about my consumer rights?
Shopping in French sales is covered by exactly the same consumer protections as non sales periods.
Although some shops may display signs saying something like "
les articles soldés ne sont ni repris ni échangés
" (the articles on sale cannot be returned or exchanged), this is not legally enforceable.
Advertisement
In case of a hidden defect, the store is required to refund or exchange the product. But beware this is only for defects that were not apparent in the store, for example an electrical item that doesn't work. If you bought a product knowing it was scratched or marked in some way, you don't have the right of refund or exchange.
If you just changed your mind or bought the wrong size, retailers aren't obliged to take it back or allow an exchange, although many of them will.
However, if you buy something by mail order or through the internet you do have the right to send it back within 14 days and the retailer is obliged to refund the money.
Tax rebates
If you are a non-EU resident, you might be eligible for a tax rebate on your sales purchases.
If you spend at least €100 in one store, then you qualify. You should hold onto your receipt and tell the cashier you plan to use a tax rebate so they can give you the necessary documentation (a duty-free slip).
Then when you are leaving you can find the kiosk at the station or airport dedicated to tax rebates (
détaxe
) and file prior to leaving France.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Six months later, Bayrou is still France's PM
Six months later, Bayrou is still France's PM

LeMonde

time4 hours ago

  • LeMonde

Six months later, Bayrou is still France's PM

One deadline extension after another, and with the help of various stalling tactics, on Friday, June 13, French Prime Minister François Bayrou managed to reach the six-month mark for his time in office, lasting twice as long as his predecessor, Michel Barnier. He marches on, but at a cautious pace. Bayrou still has to operate under the threat of a no-confidence vote in a majority-less Assemblée Nationale. He put a new "idea" on the table on Monday, June 16, the day before the expected conclusion of a key series of talks on the pensions system: a "bonus" paid to older employees who "choose to stay at work." And he said he was ready to give the negotiators from the labor unions and employers' organizations extra time to examine the proposal. The end of the talks, initially scheduled for May 28, then June 17, was therefore delayed once again. "He's dragging things out," said a Macron-aligned lawmaker.

Paul Marshall: Britain's anti-woke media baron
Paul Marshall: Britain's anti-woke media baron

France 24

time4 hours ago

  • France 24

Paul Marshall: Britain's anti-woke media baron

The 65-year-old added to his impressive stable last autumn when he purchased The Spectator magazine, viewed as the bible of Britain's Conservative Party, for £100 million ($135 million). He already co-owned brash current affairs television channel GB News, a sort of British Fox News, and is the owner of respected centre-right-leaning news and opinion website UnHerd. Marshall -- who himself has been on a journey from supporting centrist politics to more right-wing causes in recent years -- got into media after making a fortune in finance. He is worth more than £850 million ($1.1 billion), according to this year's edition of the Sunday Times rich list. During a recent lecture at Oxford University, Marshall said he became a press baron "in an almost unplanned way". "I was a frustrated consumer," he said, denouncing what he called a "biased mainstream media" where "truth was sacrificed and trust was lost". During his media journey, he says he has "discovered a set of illiberal practices and a dominating mindset which I believe need to be challenged." 'Generating influence' Born in Ealing, London, in August 1959, the public-school-educated Marshall studied history at Oxford before enrolling at the prestigious French business school INSEAD. He made his wealth as a successful hedge fund manager, co-founding Marshall Wace. Along the way, he was a donor and member of the Liberal Democrats, a pro-European, social democratic party that usually finishes third in UK general elections. But Marshall left the Lib Dems in 2015 and donated to the Leave campaign in the referendum on European Union membership the following year. He told the Financial Times in 2017: "Most people in Britain do not want to become part of a very large country called Europe. They want to be part of a country called Britain." "He's different from Murdoch, who used his media empire to make money," Matt Walsh, head of the journalism school at Cardiff University, told AFP. "Marshall was rich before acquiring his media," Walsh added, noting his outlets are currently loss-making. "It's about generating influence, presenting his view of the world." Marshall "was a right-wing Lib Dem but gradually shifted further to the right", he said. Marshall donated once to the Conservative Party and founded UnHerd in July 2017, a website "for people who dare to think for themselves". In 2021, the financier shook up Britain's TV news ecosystem when he helped found GB News, the country's first new news channel since Murdoch's Sky News launched in 1989. The channel, whose logo adopts the colours of the British flag, is proudly anti-woke, and its presenters regularly rail against immigration and net zero climate policies. GB News has on several occasions fallen foul of Britain's broadcasting watchdog Ofcom, which says its use of politicians as interviewers breaches impartiality rules. But the provocative channel is growing in popularity. TV rating agency Barb found that in November 2024 GB News overtook Sky News for monthly live viewings for the first time. 'Under-represented views' According to Barb, GB News enjoyed an average of more than 3.1 million monthly viewings in the year to April. Its accounts published in February show that despite doubling turnover to more than £15.7 million, GB News made a pre-tax loss of £33.4 million for the year ending May 31, 2024. "He is keen about the promotion of what he sees as underrepresented ideas and viewpoints," a source close to Marshall told AFP. The mogul largely shuns publicity, as his communications team reminded AFP, declining a request for an interview. Marshall is a committed Christian who was knighted in 2016 for services to education and philanthropy. He launched ARK School in 2002, which has helped nearly 30,000 students from modest backgrounds. Marshall has also donated more than £80 million to the London School of Economics. His wife is French and their son Winston played the banjo in Mumford & Sons before leaving the folk-rock band after reportedly falling out with bandmates over his conservative views. In 2022, Marshall co-founded the Alliance for Responsible Citizenship, an international conference of conservative lawmakers and right-wing influencers. To the Hope Not Hate organisation, Marshall is far right. Last year, it uncovered an anonymous account on X in which he had liked tweets calling for the mass deportation of immigrants. A spokesman for Marshall said then the tweets did not "represent his opinions". © 2025 AFP

Luxury brands face hiring and retention challenges in retail roles
Luxury brands face hiring and retention challenges in retail roles

Fashion Network

time10 hours ago

  • Fashion Network

Luxury brands face hiring and retention challenges in retail roles

Hiring qualified sales staff has become increasingly difficult across the retail industry since the Covid‑19 crisis—and luxury brands are no exception. A joint study by Comité Colbert and consultancy MAD found that 60% of French luxury houses struggle to attract new talent to boutique and frontline roles, including hospitality positions. Recruitment challenges are even more acute in store management, with 93% of brands reporting significant difficulties. 'Retail talent tensions aren't new—but they're accelerating,' said Delphine Vitry, founder of MAD. 'These roles are becoming less desirable. Brands now face three core challenges: attracting candidates, developing their skills, and ultimately retaining them.' Turnover in luxury retail now averages 15%, rising to as much as 60% in markets such as Southeast Asia. As retail roles grow more complex and demanding, luxury brands are evolving their talent strategies. Forty‑two percent have implemented formal skills frameworks at the brand or group level to better define competencies, assess potential and guide staff development. However, a significant leadership gap persists: 77% of brands say their store managers still lack the skills to lead teams effectively and drive performance. Clienteling has become a strategic priority, as brands seek to cultivate long-term, personalized relationships through private appointments, exclusive events and tailored services. Seventy‑seven percent of luxury houses now consider it a key area for team development. 'Clienteling drives 30% of fashion luxury store revenue—and up to 50% in watchmaking,' said Chloé d'Avout, partner at MAD. This shift has made training a key investment to boost performance and strengthen the employee value proposition (EVP), or the benefits and opportunities a brand offers its staff. With younger generations more likely to change jobs, learning and career progression have become critical retention levers. 80% of brands now conduct regular internal surveys to better align with employee expectations. Salary remains the top concern, followed by career growth and work-life balance. Flexibility is also rising in importance. While remote work generally applies only to store managers, some brands are introducing options such as the four-day workweek—now in place at Hermès stores in Paris—and personalized scheduling. Compensation alone is no longer enough. Workplace culture and well-being now play equal roles. D'Avout suggests rethinking job titles—like client advisor or brand ambassador—enhancing collaboration between retail and headquarters teams, and celebrating talent more consistently through recognition initiatives. Leadership stability also affects retention. 'Frequent changes in creative direction or CEOs can lead to staff departures,' she said. 'Brand desirability also plays a significant role in attracting talent.' Finally, the study highlights a growing interest in artificial intelligence, which remains underused across the sector. While 87% of brands have yet to integrate AI into recruitment or workforce planning, 77% plan to do so within three years. 'Brands already using AI report a measurable boost—higher recruitment volume and significantly reduced turnover,' the report notes. The stakes are high with approximately 70% of luxury brand employees working in frontline roles. Comité Colbert's general delegate Bénédicte Epinay emphasized that these positions—much like those in high-end craftsmanship—'must be positioned as careers of excellence.' Conducted between April and June 2025, the study draws on input from 31 respondents—including CEOs and HR leaders at French luxury brands—who completed a structured questionnaire. It also incorporates insights from in-depth interviews with retail and regional directors, along with additional desk research.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store