The nephew of Sheikh Humaid bin Rashid, the Ruler of Ajman, emerged as one of two front-runners to acquire Christian Lacroix in October with a formal offer that would have saved the jobs of most of the firm's employees and retained both its haute couture and ready-to-wear divisions.
The nephew of Sheikh Humaid bin Rashid, the Ruler of Ajman, emerged as one of two front-runners to acquire Christian Lacroix in October with a formal offer that would have saved the jobs of most of thShow more

Lacroix shows fashion sector's quick change



Once the darlings of the well-heeled shopper and the style maven, haute couture houses are struggling to keep needle and thread together as they shed jobs. The late Coco Chanel, the doyen of French haute couture, was a sharp observer in her day and decades ahead of her time. As global stock markets crashed around her, sparking the Great Depression of the 1930s, she famously quipped: "There are people who are rich and there are people who have money."

No doubt she was referring to the "Depressionista", a cash-strapped sister to the 21st century "Recessionista" who could no longer afford to visit her legendary Parisian salon. Fast-forward nearly 80 years, and Ms Chanel's words were almost repeated in a Paris court last month, when the court-appointed administrator of Christian Lacroix said two bidders for the ailing French fashion house had failed to prove they could fund their offers.

"They are rich but they have no liquidity," said Regis Valliot, referring to offers made by the French firm Bernard Krief Consulting and by Sheikh Hassan bin Ali al Nuaimi, a member of the Ajman ruling family. The nephew of Sheikh Humaid bin Rashid, the Ruler of Ajman, emerged as one of two front-runners to acquire the company in October with a formal offer that would have saved the jobs of most of the firm's employees and retained both its haute couture and ready-to-wear divisions.

Bernard Krief, a French firm, made its ?100 million (Dh545.6m) bid in July, of which ?12m was an investment by Midex Airlines, a cargo carrier based in Abu Dhabi. Despite adjourning the matter to give the bidders more time to prove their financial merit, the Paris Court of Commerce last week approved a restructuring plan for the label that will put an end to its flamboyant haute couture line, cut 100 jobs and spread repayments to creditors over 10 years.

The Falic Group, the duty-free firm based in the US that bought Christian Lacroix in 2005 and is believed to have injected US$250 million (Dh918.2) into the brand, put forward the restructuring plan as a last-case scenario. The House of Lacroix story begins with a charismatic designer best known for creating le pouf, or the puff ball, skirt in the 1980s and for being the designer of choice for Edina Monsoon, played by Jennifer Saunders in the classic British comedy Absolutely Fabulous.

"It's Lacroix, sweetie, Lacroix!" Monsoon was often quoted as saying in the popular sitcom. Christian Lacroix, the designer, started out at the French high fashion house Hermes in 1978 and moved on to Jean Patou, the creator of the so-called designer tie, in 1981. His ostentatious creations caught the eye of Bernard Arnault, the chief executive of the luxury retail conglomerate LVMH. Mr Arnault, a mentor to Mr Lacroix, set up the fashion house with the financial backing of LVMH in 1987 with high hopes that it would replicate the success of many other nouveau ateliers around the world, such as Italy's Giorgio Armani and Gianni Versace, and the Japanese minimalist Yohji Yamamoto.

Despite his earlier success at Jean Patou, Mr Lacroix could not turn a profit under his own name. For the next 22 years the company failed to finish in the black even once, last year alone booking a ?10m loss on sales of ?30m. But it was not as if the brains behind the label tried to lose money, coming up with a host of increasingly desperate ideas to boost the bottom line and prevent it from sinking into the (rather fashionable) red, as well as making it more accessible to the masses.

From 1994 to 2005, the fashion house launched a range of lines as it sought to make a profit. They included towels, jeans, the Art de la Table venture with the silversmith Christofle, as well as perfumes, "novelty" jewellery, children's wear, menswear and even lingerie. While Mr Lacroix might not agree, perhaps the low point of his career came when he formed a partnership with Avon to launch a new scent, Christian Lacroix Rouge for women and Christian Lacroix Noir for men, complete with body lotion, shower gel and after shave.

Which brings us to the present day. The luxury retail sector has been so severely impacted by the global financial crisis that many fashion houses have been forced to abandon their expensive haute couture lines, often priced in the tens of thousands of dollars, to concentrate on their cheaper ready-to-wear and accessories divisions. Christian Lacroix is not alone in its struggle to stay above the water line. The Milan-based Versace label, now under the shaky leadership of his sister Donatella, recently embarked on a two-year restructuring plan that includes the loss of 350 jobs. It also has closed its last boutique in Japan, once one of the world's biggest luxury markets. Versace's problems began when its founder was murdered outside his mansion in Florida in 1997.

Even Chanel, which remains privately owned by the Wertheimer family, relatives of one of the original partners in the fashion house, was forced to shed 200 employees in December last year. These days, the typical high fashion house finds itself in unfamiliar territory. Accustomed to being feted by the world's richest in a private setting, most have been swallowed up by one of the top three luxury conglomerates: LVMH, PPR and the Compagnie Financiere Richemont group.

The fashion houses kicked off the 21st century still on a high from the boom of the 1980s and 1990s, when shoulder pads as wide as aeroplane hangars literally overshadowed the catwalks. Now, at the end of the first decade of the new century, they are struggling to compete against other top-name labels in their own stables, let alone their perceived rivals. The chain-store mentality of the luxury conglomerates does not help either. In Hong Kong, for instance, the jeweller Tiffany & Co has the highest concentration of its stores in any city in the world. Walk through any mall in the UAE and you will also see supposedly exclusive high-end fashion houses replicated in almost all of them.

Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

Company Profile

Company name: Cargoz
Date started: January 2022
Founders: Premlal Pullisserry and Lijo Antony
Based: Dubai
Number of staff: 30
Investment stage: Seed

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WHAT IS THE LICENSING PROCESS FOR VARA?

Vara will cater to three categories of companies in Dubai (except the DIFC):

Category A: Minimum viable product (MVP) applicants that are currently in the process of securing an MVP licence: This is a three-stage process starting with [1] a provisional permit, graduating to [2] preparatory licence and concluding with [3] operational licence. Applicants that are already in the MVP process will be advised by Vara to either continue within the MVP framework or be transitioned to the full market product licensing process.

Category B: Existing legacy virtual asset service providers prior to February 7, 2023, which are required to come under Vara supervision. All operating service proviers in Dubai (excluding the DIFC) fall under Vara’s supervision.

Category C: New applicants seeking a Vara licence or existing applicants adding new activities. All applicants that do not fall under Category A or B can begin the application process through their current or prospective commercial licensor — the DET or Free Zone Authority — or directly through Vara in the instance that they have yet to determine the commercial operating zone in Dubai. 

Company Profile

Name: HyveGeo
Started: 2023
Founders: Abdulaziz bin Redha, Dr Samsurin Welch, Eva Morales and Dr Harjit Singh
Based: Cambridge and Dubai
Number of employees: 8
Industry: Sustainability & Environment
Funding: $200,000 plus undisclosed grant
Investors: Venture capital and government

A Cat, A Man, and Two Women
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Tamizaki
Translated by Paul McCarthy
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How to register as a donor

1) Organ donors can register on the Hayat app, run by the Ministry of Health and Prevention

2) There are about 11,000 patients in the country in need of organ transplants

3) People must be over 21. Emiratis and residents can register. 

4) The campaign uses the hashtag  #donate_hope

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Stamp duty timeline

December 2014: Former UK chancellor of the Exchequer George Osborne reforms stamp duty land tax (SDLT), replacing the slab system with a blended rate scheme, with the top rate increasing to 12 per cent from 10 per cent:

Up to £125,000 – 0%; £125,000 to £250,000 – 2%; £250,000 to £925,000 – 5%; £925,000 to £1.5m: 10%; More than £1.5m – 12%

April 2016: New 3% surcharge applied to any buy-to-let properties or additional homes purchased.

July 2020: Chancellor Rishi Sunak unveils SDLT holiday, with no tax to pay on the first £500,000, with buyers saving up to £15,000.

March 2021: Mr Sunak extends the SDLT holiday at his March 3 budget until the end of June.

April 2021: 2% SDLT surcharge added to property transactions made by overseas buyers.

June 2021: SDLT holiday on transactions up to £500,000 expires on June 30.

July 2021: Tax break on transactions between £125,000 to £250,000 starts on July 1 and runs until September 30.