In 1990, Rachid Taha said that "it's better than the Champs-ElysÃ©es, BarbÃ¨s," in its title track. Because at BarbÃ¨s, there Tati. A temple of consumption very cheap for the local population, largely resulting from the Maghreb and African immigration. In the 80s and 90s, a dense crowd filled the sidewalks Boulevard Rochechouart at any time of day, rummaging through bins to unearth the tights 1 franc, sneakers or 10 wedding dress less than 500. Some walked away with huge shopping bags adorned with the famous plaid gingham pink and white towards Algiers, Casablanca or Abidjan, where several generations were dressed to foot "Made in Tati BarbÃ¨s" head. It is also the African continent came the Ouaki family, originally of discount brand in 1948. The patriarch, Jules, born in Tunis in 1920, takes care of business with an iron fist. For thirty years, Tati reign of BarbÃ¨s, from 50 to 2800 square meters of retail space before spreading to Paris (Republic Montparnasse), then province.
In 1991, ten years after the death of Julius, is the youngest of the siblings, Fabien, who took over the business. But the time of stocking collections from previous years and the bulk sale happened. The arrival of new brands such as Halle clothing, Kiabi, H & M and Zara, only more expensive but much more stylish, caused great harm to the brand that boasts "the lowest price". Meanwhile, Fabien Ouaki flamboyant boss – he pays a stable of thoroughbreds – and proclaimed Buddhist – he published an interview with the Dalai Lama's book (1) -, diversifies all-round brand: Tati Now Travel Tati Tati Marriage Optic Tati Tati Candy, etc.. He is drawing a collection by fashion designer Azzedine Alaia, launches Street is ours, a brand that is young and hip, and open shops abroad, even on the prestigious V Avenue in New York. A strategy of diversification and expansion. That fails.
"Family Fights." From 1995 to 2004, the turnover increased from 200 million to 106 million and debt explodes. Tensions within the clan Ouaki (five brothers, uncles, sisters, sons-) born. "We had to protect the company of our family fights. I found myself on the front line and I had to be careful: it drew in the corridors, "explained Fabien Ouaki to release in August 2003. Despite his efforts, he can not avoid filing for bankruptcy, which takes place a year later.
Nearly sixty years after the arrival of Jules Ouaki this bankruptcy would it spell the end of a brand whose store BarbÃ¨s attracted 35 million visitors in 1987, more than the Eiffel Tower itself? No, because Tati is then redeemed at par by the company Vetura (brand Fabio Lucci) and Eram group. In 2007, the shoe manufacturer acquires 100% Vetura and therefore Tati. A recovery that has a social cost: nearly 300 layoffs of 997 jobs.
"Humiliation". This is Emmanuel Deroude which is responsible for restructuring the discount brand. This quadra, former business school EM Lyon, knows the world of textile and distribution. He has managed for five years the brand Kenzo man and redeemed low-cost brand Giga Store before becoming CEO and president of the central purchasing Agora Distribution (Tati, Fabio Lucci, Giga Store), the Discount pole Eram. "The Biotteau family, who created Eram near Cholet, belongs to the French industry for eighty years. Values ​​of proximity and simplicity teams correspond to those of Tati, a third of employees has more than fifteen years of age and are very attached to the brand, "says the CEO.
A team of 80 designers and product managers was created in La Plaine Saint-Denis. Draw several collections per year, by 3000 new season, inspired by the latest fashion trends this office internal style mission. Like its competitors, Tati buys mostly in Asia: 70% of purchases, against 25% in Europe and 5% in France. The Group has two offices in India and two in China and one in Bangladesh, and provides the voice of the CEO "select suppliers. We want a relationship that is sustainable over time. "
Mouth. What differentiates the brand, it is his choice to compress maximum advertising expenditure (2% of sales) to focus on the product. This Emmanuel Deroude called "fair cost" (the "fair price") as opposed to low-cost. "The low-cost, is selling cheap in degrading the product. This is seen in the air, where the service has declined: luggage and drinks paid over assigned seat, etc.. For cars, the options are gone. The "fair cost" means offering a product of equal quality to the other, but without the marketing costs, and therefore cheaper. " To read more on this topic visit this page