Surfing on cross of multiple consumer trends, Résonances was launched in 2000 as a life-styled retail chain selling authentic/traditional household items. Early 2002, the six stores are still unprofitable. A new owner-manager takes over and gives himself 18 months to turn the company around and instill more "magics" in the stores.

Surfing on the crest of various consumption trends (health, organic foods, life-styled eating, convenience...), Fresh and Wild launches in the UK a chain of rather focused stores. Should they remain a niche player or try to reach out for the "mass market"? How should they reinforce their management skills and tweak their corporate culture to fulfil their strategic ambitions.