Was Fabrice Gerber’s dream of creating from nothing a supermarket brand in which the department’s suppliers would also be shareholders too big? Armed with his twenty years spent in mass distribution (E.Leclerc, Système U, Aldi, etc.), Mr. Gerber planned to open between forty and fifty Toujust stores! by the end of 2023 and around fifty every year. And offer prizes “at least 5% cheaper than at Lidl or Aldi”thanks to the elimination of intermediaries.
1er March, a first store opened in Alès (Gard). But, seven months later, Tazita Holding, the parent company of Toujust!, was placed in receivership at its request, Wednesday October 4, by the Créteil commercial court. This, according to the CEO, in order to isolate the holding company and freeze its debt to protect the distribution subsidiary – Tazita Direction nationale – which manages the stores, and the one where the suppliers are housed – Tazita Coop Food. In order, also, that the model which, according to him, “had difficulty lighting” can demonstrate its chances of one day being profitable.
Because his adventure was strewn with pitfalls, with suppliers who had claimed to be attracted by the project but who never made their commitment a reality. “Small and medium-sized businesses have signed the associate agreement but have still not, to date, paid the corresponding funds”, says the founder. Of the 5 million euros expected, only 1 million arrived. “The 4 million, we have them on paper but not in the bank account”, he laments. Mr. Gerber also mentions the defection of an industrialist, who according to him had committed to investing 10 million euros, providing as security documents from BNP Patribas which turned out to be “all fake”. There are also suppliers who ultimately did not become shareholders, frightened by the pressure exerted by mass distribution players threatening them. “retaliation”, again according to Mr. Gerber.
Disappointed customers and suppliers gone
Taking his share of responsibility, the boss of Toutjust! admits to having been “naive in having believed that suppliers wanted to get out of a model where traditional large-scale distribution puts a noose around their necks”. Even if he is well aware of having “caught with one’s feet in the carpet”, by setting up a very expensive structure with the parent company.
Results: only five stores open out of the twenty needed to balance the initial model, despite commercial leases already signed. Customers disappointed by prices that are no more attractive than elsewhere apart from a few flagship products. And suppliers who stopped deliveries after payment defaults, forcing the group to turn to foreign distribution channels, far from the initial concept of selling local products. “With a lack of suppliers in the model, we lacked fresh products, creameries, yogurts and sweet groceries in store”, recognizes Mr. Gerber. Consequence: turnover reaching between 30,000 and 40,000 euros per week and per point of sale. Too tight to feed the ecosystem.
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