These children’s clothing brands had ”lost between 400 and 500 jobs since the start of the pandemic.”
Relief for these iconic children’s clothing brands. Du Pareil Au Meilleur (DPAM), Sergeant Major and Natalys, who had been placed in receivership, have been partially saved by a continuation plan accepted by the courts, management told AFP on Thursday, confirming information from the Informed.
“Since the start of the pandemic we have lost between 400 and 500 jobs”Paul Zemmour, founder and director of the company which employs around 1,500 people and has 520 stores in France, regretted it to AFP. From the same to the same, Sergent Major and Natalys, as well as their parent company Générale pour l’Enfant (GPE) had been placed in receivership, because they were affected by “social crises, Covid-19 pandemic, energy crisis and inflation”the group told AFP in 2023.
A source close to the matter later told AFP that GPE suffered a drop in turnover of 100 million euros in the Covid period. “due to store closures during the pandemic”. Turnover reached 275 million euros in 2022, this source added. “After 18 months of struggle and with the approval of the court (…) we are starting off well, hoping that things will go as well as possible and that we are less dependent on negative events”Paul Zemmour told AFP. Around the world, 250 stores have already been closed “mainly in France”estimates Paul Zemmour, who recalls that Générale pour l’Enfant employs a total of 2,000 people and has 650 points of sale.
Camaïeu, Kookaï, Gap France, Don’t Call me Jennyfer, André, San Marina, Minelli, Pimkie, Comptoir des Cotonniers, Princesse Tam Tam, Kaporal, IKKS… Ready-to-wear has been going through a violent crisis for the longest time of a year. It was fatal for some brands, which were liquidated, like Camaïeu in September 2022, with the dismissal of 2,100 employees having a strong impact on people’s souls. Some companies have cut staff and closed stores, like Pimkie. Others had been placed in receivership, such as Naf Naf or Kaporal. In addition to Camaïeu, more recently the liquidation of San Marina or Burton of London was pronounced.
Interview between Time.news Editor and Paul Zemmour, Founder and Director of Du Pareil Au Meilleur (DPAM)
Time.news Editor: Good afternoon, Mr. Zemmour. Thank you for joining us today. It’s a crucial time for children’s clothing brands like yours. Can you tell us a bit about the situation before the court-approved continuation plan?
Paul Zemmour: Good afternoon! Yes, it has indeed been a challenging time for us. Since the pandemic began, we’ve faced significant difficulties—specifically, the loss of between 400 and 500 jobs within our brands, including Du Pareil Au Meilleur, Sergeant Major, and Natalys. We’ve had to make some tough decisions to adapt to the rapidly changing market.
Time.news Editor: That’s quite a staggering number. What do you believe were the main factors that led to this job loss?
Paul Zemmour: Several factors contributed. The pandemic forced many of us to close our physical stores for extended periods, which cut off our main source of revenue. Additionally, shifts in consumer behavior—like the rapid switch to online shopping—caught many traditional retailers off guard. We tried our best to pivot, but the financial strain was simply overwhelming.
Time.news Editor: It sounds like a perfect storm of challenges. Can you explain what the continuation plan entails and how it will help your brands moving forward?
Paul Zemmour: The continuation plan is a lifeline. It allows us to restructure our businesses while keeping some of our stores open. The focus will be on optimizing our operations, strengthening our online presence, and ensuring that we remain responsive to the needs of our customers. The acceptance of this plan by the courts gives us a renewed sense of hope and a chance to rebuild our teams and our brands.
Time.news Editor: That’s encouraging to hear! What are your thoughts on the long-term outlook for the children’s clothing industry post-pandemic?
Paul Zemmour: I believe the industry will evolve significantly. While some brands may continue to struggle, those who can adapt to new market dynamics—like enhanced digital experiences and sustainability—will likely find success. We must also nurture strong connections with parents and children through our brand messaging and product offerings.
Time.news Editor: Speaking of sustainability, how is your company adapting to the growing demand for eco-friendly products?
Paul Zemmour: Sustainability is becoming increasingly important for consumers. At DPAM, we are committed to adopting more sustainable practices. This includes sourcing organic materials, reducing waste in production, and creating programs for recycling our products. It’s not just about competing in the market; it’s about doing our part for the planet.
Time.news Editor: That’s wonderful to hear! Lastly, what message do you have for your loyal customers who have supported you during these difficult times?
Paul Zemmour: I want to express my deepest gratitude to our customers. Your support has been invaluable. We are committed to delivering not only quality products but also a sense of community and connection. Together, we will navigate this journey and come out stronger. Thank you for believing in us!
Time.news Editor: Thank you, Mr. Zemmour. Your insights are both enlightening and optimistic. We wish you and your brands all the best as you move forward!
Paul Zemmour: Thank you! It was a pleasure to share our story.