Marc Bohan, Former Dior Creative Director and Friend to the Stars, Dies at age 97

File photo: French fashion designer Marc Bohan is pictured with his models after the Dior collection presentation in Paris, Jan. 29, 1970. (AP Photo/Jean-Jacques Levy)
File photo: French fashion designer Marc Bohan is pictured with his models after the Dior collection presentation in Paris, Jan. 29, 1970. (AP Photo/Jean-Jacques Levy)
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Marc Bohan, Former Dior Creative Director and Friend to the Stars, Dies at age 97

File photo: French fashion designer Marc Bohan is pictured with his models after the Dior collection presentation in Paris, Jan. 29, 1970. (AP Photo/Jean-Jacques Levy)
File photo: French fashion designer Marc Bohan is pictured with his models after the Dior collection presentation in Paris, Jan. 29, 1970. (AP Photo/Jean-Jacques Levy)

Dior’s longest-serving creative director Marc Bohan, whose slim silhouette designs dressed the likes of Hollywood royalty including Grace Kelly and Elizabeth Taylor, has died at 97, the luxury fashion house confirmed Friday.
The son of a milliner, Bohan was asked to lead the French label after his predecessor Yves Saint Laurent was drafted into the French military in 1960. He would go on to oversee the brand as artistic director for nearly three decades, from 1961 to 1989, delivering elegant and tasteful tailored looks for the modern woman, The Associated Press said.
In his first couture collection for the house in 1961, he debuted the “slim” look, a slender take on Dior’s classic silhouette with feminine shoulders and sensibly sophisticated skirts.
Dior announced Bohan's death Friday, calling him an “immense visionary and passionate creator" who left his mark on the fashion house.
“Marc Bohan was a unique creator dear to the heart of our House, infusing Dior elegance with his free spirit," Delphine Arnault, Dior CEO, said in a statement. "A man of immense talent who profoundly marked both our history and that of fashion.”
At Dior, the couturier would become close friends with Princess Grace of Monaco; hence, her closet paid homage to his work as the pair shared the same vision of elegance and style. Even outside of his friendship circle, Hollywood played a part in Bohan's work: He crafted a collection in 1966 where he incorporated fur trim and long coats after pulling inspiration from “Doctor Zhivago.”
Although Bohan preferred to stay out of the limelight — he was often referred to as private and discreet — his designs kept him in the spotlight. In 1967, Bohan was asked to design the lavish coronation dress for Iran’s then-empress, Farah Diba Pahlavi.
During his time at Dior, Bohan took the brand into new avenues, from launching Dior’s baby boutique to developing a line for young women, Miss Dior, and for men, Dior Monsieur. He was also heralded for staging Dior’s first shows in India.
Gianfranco Ferré replaced Bohan at the fashion house in 1989. Leaving behind Dior, Bohan moved to London where he joined the prestigious house of Norman Hartnell, a couturier for Britain's royal family. He is survived by his daughter.



Uniqlo’s Chief Says Fast Fashion Must Change with the Times

 A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
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Uniqlo’s Chief Says Fast Fashion Must Change with the Times

 A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)

Forty years after its founding, Japanese clothing retailer Uniqlo has more than 2,500 stores worldwide. Sales at its parent company, Fast Retailing Co., recently topped 3 trillion yen ($20 billion) annually for the first time.

The name Uniqlo comes from joining the words for “unique” and “clothing.” The chain’s basic concept is “LifeWear,” or everyday clothing. Uniqlo parent Fast Retailing Co. Chief Executive Tadashi Yanai, ranked by Forbes as Japan’s richest man and estimated to be worth $48 billion, spoke recently to The Associated Press at the company’s Tokyo headquarters. The interview has been edited for length and clarity.

Q: What were the biggest challenges over the past 40 years?

A: Actually 40 years, upon reflection, went by so fast they feel more like three years. You know what they say in Japan: Time flies like an arrow. I started a regional business, then expanded nationwide.

When we became No. 2 or No. 3 in Japan’s casual wear, and being No. 1 was right within reach, we became a listed company in 1994. That was followed by our fleece boom, which doubled our revenue in one year to 400 billion yen ($2.6 billion).

I’d been thinking about going global when our revenue reached 300 billion yen ($2 billion) so we opened 50 stores in Great Britain, hoping to be a winner there just like we had conquered Japan.

Instead, we got totally knocked out.

We opened 21 outlets in a year and a half, but had to close 16 of them, leaving just five. We didn’t succeed as we had hoped. This is not an easy job. It’s very tough.

But these days, our sales are strongest in London, and also Paris. We made progress gradually.

Q: What are some of the sustainability and other key issues you have faced over the years?

A: We make clothes that last a long time. Not just clothes that last for one season.

The cashmere sweater I’m wearing today is $99. But please don’t say “cheap.” Please call it “reasonable.” We sell quality products at reasonable prices.

We’ve done various sustainability efforts, and we talk only about what we have really achieved.

Sustainability is crucial to our operations. And we’ve done just about everything — recycling, employing the disabled, support for refugees.

The prices may be cheaper at Wal-Mart, but our products offer real quality for the price. We take the greatest care and time, and involve a lot of people. Our rivals are more careless.

Q: What is behind Uniqlo’s success and what resonated with global buyers?

A: When we say Uniqlo is “made for all,” one might imagine products for the masses, like what’s at a Wal-Mart or a Target.

But what we mean is a high-quality product that appeals to all people, including the extremely rich, not only those with sophisticated taste and intelligence, but also people who don’t know that much about clothes, and the design is fine-tuned, the material fine quality, and sustainability concerns have been addressed.

We were first a retailer, then a manufacturer-cum-retailer. Now we are a digital consumer retailer. That is why we are successful. If we had stayed the same, then we can’t hope to succeed.

Being a digital consumer retail company means we utilize information at a high level to shape the way we do our work. We gain information about our customers, the workers at the store, the market, all that information.

Changing daily is the only way we can hope for stable growth. The world is changing every day.

Q: Are you confident you can keep it up another 40 years?

A: Of course. We’ve been preparing to reach 3 trillion yen ($20 billion) revenue all these years. And we are finally starting to be known. But we still have a long way to go.

We are just getting started, and we are going to keep growing. There is more potential for growth in Europe and the US, as well as China and India, given the 1.4 billion population in each country. Clothing is a necessity, so population size is key.