{"id":531781,"date":"2026-03-01T19:49:28","date_gmt":"2026-03-01T18:49:28","guid":{"rendered":"https:\/\/leregardlibre.com\/?p=531781"},"modified":"2026-03-17T21:04:16","modified_gmt":"2026-03-17T20:04:16","slug":"daniel-bloch-recit","status":"publish","type":"post","link":"https:\/\/leregardlibre.com\/en\/economie\/daniel-bloch-recit\/","title":{"rendered":"\u00abAnyone who wants to innovate is more likely to fail\u00bb.\u00bb"},"content":{"rendered":"

Without crises, there would be no real progress, says Daniel Bloch, owner of chocolatier Camille Bloch. For him, success is partly a matter of luck.<\/strong><\/p>\n\n\n\n\n\n\n\n

The conversation starts immediately. \u00abI'm not really afraid of failure as an entrepreneur, otherwise I wouldn't have become an entrepreneur,\u00bb says Daniel Bloch, CEO and Chairman of the Board of Chocolaterie Camille Bloch, named after his grandfather. \u00abI am driven by a fundamental confidence in my ability to accomplish what my two predecessors have already achieved.\u00bb<\/p>\n\n\n\n

Daniel Bloch has run the family business, which includes the renowned Ragusa and Torino brands, for three generations. Founded by his grandfather Camille in 1929 in Berne, Daniel Bloch took over the reins of the company from his father, Rolf Bloch, over 20 years ago.<\/p>\n\n\n\n

His father once told him that you don't have to be a genius to run a business. <\/p>\n\n\n\n

What didn't seem like an enthusiastic compliment at first glance actually turned out to be a liberating realization. After all, entrepreneurs are rarely the visionary supermen that the media like to portray. \u00abMost of those who possess these qualities fail,\u00bb says the chocolate boss with conviction. Of course, there are exceptions. However, we shouldn't measure ourselves against the exceptions, but against the rule. <\/p>\n\n\n\n

A redundancy as a turning point<\/h2>\n\n\n\n

For Daniel Bloch's entourage, it was almost a foregone conclusion that he would one day become the director of this company, but for himself, this was not the case for a long time. After training as a lawyer in Bern, he wasn't immediately drawn to the solitude of Courtelary, a village in the Grand Chasseral region and the birthplace of Ragusa. Instead, he went abroad to New York and Paris, where he also obtained an MBA.<\/p>\n\n\n\n

The 63-year-old from Bern didn't want to join the company simply because the logic of his biography demanded it, but out of personal conviction. However, this question remained unanswered for a long time, not least because of other professional opportunities. The real test came with the handover. The father was always present and the son had to take over, a situation which, in family businesses, is rarely free of tension.<\/p>\n\n\n\n

Read also | Productive self-doubt<\/a><\/h6>\n\n\n\n

Daniel Bloch felt that it was not enough to simply carry out the plan that life had in store for him. He even felt an inner block. \u00abSomething was holding me back, and I didn't know exactly what it was.\u00bb His radical response: resignation. It was an affront to his disgruntled father, but it also had the desired effect.<\/p>\n\n\n\n

Within 24 hours, the transmission plan had been renegotiated and adapted to his ideas. His father's project became his own. He withdrew his resignation. \u00abIt had to happen,\u00bb says Daniel Bloch today. We like to talk about handover, but we also need a takeover, an active assumption of responsibility. The crisis created a new equilibrium. From that moment on, his commitment to the company was total, both emotionally and intellectually. \u00abAnd finally, my father was also reassured that I wasn't just a part of his plan.\u00bb<\/p>\n\n\n\n

The boss isn't always right<\/h2>\n\n\n\n

I ask \u00abMr Ragusa\u00bb where he failed. He doesn't have long to think.<\/p>\n\n\n\n

A particularly rewarding experience for him was an international expansion strategy that focused entirely on the Swissness and competence of the chocolatiers, and less on the products themselves. To this end, an umbrella brand was created with the attractive slogan \u00abChocolat Camille Bloch - mon chocolat suisse\u00bb. But even after five costly years, success was slow in coming. Worse still: in the Swiss market, the strength of the Ragusa and Torino brands suffered.<\/p>\n\n\n\n

Daniel Bloch had led the project. And it was he who sounded the alarm - much to his surprise, despite strong internal resistance. \u00abOur mistake was to focus too much on new consumers and not enough on existing \u2018Ragusa fans\u2018. The brand's fans should always be the center of attention, not the ones we'd like to have,\u2019 he explains today. And what has he learned from this experience? It's essential to be able to admit failure, both to others and to yourself. The ability to let go is an important quality for an entrepreneur.<\/p>\n\n\n\n

Read also | \u00abAnyone can become an entrepreneur\u00bb<\/a><\/h6>\n\n\n\n

Daniel Bloch draws my attention to a particular form of failure that can also result in success. This is when, in the \u00abideation process\u00bb, a bad idea turns into a good one, and a supposed mistake becomes a good decision. This is what happened when Daniel Bloch, looking for a well-known brand ambassador for Italy, first thought of Michelle Hunziker, but then abandoned the idea on the advice of his colleagues in favor of a strong ambassador for Switzerland.<\/p>\n\n\n\n

This paved the way for a long-standing partnership between Ragusa and skier Lara Gut-Behrami. \u00abMy initial idea led to a counter-proposal and ultimately to a very sound decision.\u00bb For Daniel Bloch, this is more than just an anecdote: it's the expression of a corporate culture in which contradiction is possible and desired. <\/p>\n\n\n\n

This example also shows that the boss isn't always right. He doesn't particularly like being contradicted, but he accepts it, he says, probably half-jokingly. <\/p>\n\n\n\n

Silent capital in the company<\/h2>\n\n\n\n

Daniel Bloch doesn't see failure as the simple opposite of success. Rather, he emphasizes how failure and innovation are closely linked.<\/p>\n\n\n\n

\u00abAnyone who wants to innovate automatically fails more often,\u00bb explains the boss. For him, this is not a tragedy, but a logical consequence. Daniel Bloch, for example, failed with his idea for a Ragusa variant with reduced sugar and higher hazelnut content, because the chocolate bar proved brittle and unstable. But here again, the process gave birth to a new idea: Ragusa-coated nuts. They were a great success and expanded the Ragusa family. \u00abIncidentally, I also failed with my rather technocratic name idea \u201cRagusa 60%\u201d in favor of \u201cRagusa So Nuts\u201d. Fortunately,\u00bb says Daniel Bloch with amusement.<\/p>\n\n\n\n

Read also | \u00abSwitzerland must not become the world's library\u00bb.\u00bb<\/a><\/h6>\n\n\n\n

In contrast, the innovative coffee \u00abSo Nuts\u00bb were a flop. The idea of edible coffee pastilles was developed by a start-up and adapted by Camille Bloch. \u00abI knew how difficult it is to change consumer habits, but I wanted to try anyway.\u00bb The further you get from the core of the brand, the riskier it becomes. \u00abWhen everything goes well and you succeed, you learn surprisingly little,\u00bb explains Daniel Bloch. But that's okay. You can simply enjoy success and not try to learn something new every moment of your life.<\/p>\n\n\n\n

On the other hand, mistakes force us to question ourselves. Provided you're prepared to admit your mistakes. \u00abRealizing that you yourself are part of the problem is a difficult art. As a lawyer, I also have a tendency to blame others for mistakes,\u00bb he says with a wink. For Daniel Bloch, it's also important that the knowledge gained from all those unsuccessful attempts remains with the company as a kind of silent capital. \u00abCuriosity and a thirst for knowledge are more important to me than whether someone makes a mistake or fails with an idea,\u00bb explains the entrepreneur.<\/p>\n\n\n\n

Niche market in Israel<\/h2>\n\n\n\n

In his almost 30 years at the helm of Camille Bloch, he has not been spared situations that have threatened the very existence of the company. He makes no reference to the US tariffs, which only apply to 3% of sales. <\/p>\n\n\n\n

\u00abI shouted louder than it hurt,\u00bb he declares, referring to his (also unsuccessful) political campaign to reintroduce the \u00abchocolate law\u00bb.<\/p>\n\n\n\n

However, the boss experienced a \u00abcritical moment\u00bb due to the explosion in cocoa prices. Starting from 2,000 US dollars per ton at the beginning of 2023, prices peaked at 12,000 dollars per ton at the end of 2024. For Camille Bloch, this meant that the price of cocoa butter had risen from 5 to 40 francs per kilo. \u2019I really didn't know how we were going to finance this.\u00ab Significant price increases were necessary, which is always tricky in a price-sensitive market. However, it's not possible to guard against every worst-case scenario. \u00bbOne should not commit a desperate act for fear of failure.\u00ab We find this fundamental confidence here. In the meantime, prices have stabilized.<\/p>\n\n\n\n

Read also | Entrepreneurs are freer people<\/a><\/h6>\n\n\n\n

Camille Bloch has found a particular niche with its kosher products, which sell particularly well in the USA and Israel. Coincidentally, the brand also has a strong presence at Tel Aviv's Ben Gurion airport. The local buyer was initially turned down several times, as Camille Bloch normally delivers only to importers and not to individual outlets.<\/p>\n\n\n\n

\u00abIn the beginning, we were very defensive, even arrogant,\u00bb says Daniel Bloch today with slight regret. \u00abIt was only on his third visit, when the buyer told me his wife was a Ragusa fan, that I gave in.\u00bb Forecasts were for annual sales of 50,000 francs. However, in its first year, it achieved over half a million sales and quickly passed the million mark. Today, the Ben Gourion Duty Free is the world's largest point of sale.<\/p>\n\n\n\n

The Chinese market is not currently a priority for Camille Bloch. He has deliberately chosen not to rush into China like many others. The chocolate culture there is still underdeveloped. In general, you don't enter such a market until later. Daniel Bloch also recalls an ambitious project with potential Chinese partners: to produce liqueur chocolate with the Chinese alcohol Moutai. The commercial potential is enormous. So are the risks. However, the company didn't let itself be dazzled and gave up. \u00abOften, the best things are those we don't do\u00bb, concludes Daniel Bloch.<\/p>\n\n\n\n

The journalist Fabian Gull<\/strong> is an editor at <\/em>Schweizer Monat.<\/em><\/p>\n\n\n\n

You have just read an open-access article from our print edition (Le Regard Libre<\/em> special issue N\u00b07<\/a>). Debates, analyses, cultural news: subscribe<\/a> to support us and access all our content.<\/h6>","protected":false},"excerpt":{"rendered":"

Without crises, there would be no real progress, says Daniel Bloch, owner of chocolatier Camille Bloch. For him, success is partly a matter of luck.<\/p>","protected":false},"author":1063,"featured_media":531786,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[27371],"tags":[644358514,12586,644358493,644358437],"class_list":["post-531781","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-economie","tag-dossier-entreprise","tag-entrepreneur","tag-entreprises","tag-esprit-entrepreneurial"],"acf":[],"yoast_head":"\n\u00abQuiconque souhaite innover \u00e9choue plus souvent\u00bb<\/title>\n<meta name=\"description\" content=\"Sans crises, il n\u2019y aurait pas de v\u00e9ritable progr\u00e8s, affirme Daniel\u00a0Bloch, propri\u00e9taire du chocolatier Camille Bloch. 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