ENGLISH TEXTS first sales company to provide English and Irish buyers, and later AmÉricans, with a plane to attend the sales. That represents a significant investment, but it is also highly indicative of France’ s international reach. We have representatives all over the world. It is up to us to retain this strong clientele and to continue improving it.
G. Does the current context support that, and how do you see things in 20 years’ time?
G. R. Naturally, we are careful to ensure that the political and financial context does not undermine matters, and that French buyers are as secure as possible. The somewhat particular context of declining prize-money and betting turnover could create a certain gloom. The reality is probably not wonderful for all breeders, but I remain optimistic. Provided a number of key elements are preserved, there is no reason for the future to move in the wrong direction. It is up to the racing industry to ensure that achievements are maintained. The future is competitive, but if the sector stands united and shows a little boldness, we can envisage fine new developments.
BY SERGE OKEY
PHILIPPE AUGIER
“ WHEN I SEE ARQANA TODAY, I FEEL LIKE
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I SPENT 20 YEARS IN A STARTUP.”
A key figure in the creation of ARQANA, the mayor of Deauville shook up the sales world when he was at the head of the Agence française de vente de pur-sang. Thanks to his marketing vision, the predecessor of ARQANA went on to conquer markets across the world.
GALORAMA. Tell us about your first steps in the sales world …
Philippe Augier. The Agence française de vente de pursang was created in 1968 to compete with the Office de pur-sang. For the record, the two agencies were neighbors on Rue du Cirque, in Paris’ s 8 th arrondissement: the atmosphere was tense. As for me, I started with a student part-time job in the sales ring. In 1976, President Elie de Brignac entrusted me with the management of the Agency at the age of 27. In eight years, turnover rose from 30 to 235 million francs.
G. How did this turning point happen?
P. A. It’ s simple: all the intermediaries for the major owners were English. I pushed marketing by starting with a large cocktail reception for all professionals at the Jockey Club in Newmarket. The market was conventional, and the idea was to attack it very strongly by internationalizing it.
G. Is that when the Middle East came into play?
P. A. In the wake of the oil shocks, major growth began with them. We quickly had incredible groups of buyers: the Lebanese Mahmoud Fustok, the Al Maktoum family, the Italians with Roger Nataf, Stávros Niárchos, Count Guillaume d’ Ornano, Saudis … In addition to England and Ireland, we also bought a lot in the United States. One of the key elements of development was to source foreign horses. In 1989, turnover jumped by 30 % thanks to the Japanese market. We knew how to adapt to the culture.
G. What do you mean?
P. A. Depending on whether you are in Japan, Hong Kong or Australia, a horse sells differently. Gaining the trust of the Japanese is not easy. But they trust institutions. Before inviting the 200 key Japanese figures in May 1989, I asked the French ambassador in Tokyo to lend us his residence. It was an incredible operation! The following year, we organized a“ France – Japan” tournament in Deauville with the five leading Japanese jockeys. All the Japanese press and owners came.
G. 1989, the year you became CEO …
P. A. I remained in that position until 2006. In the mid-1990s, we invested our reserves in the sales complex by buying land, creating a restaurant and modernizing the facilities. In 2001, we sold 70 % of the company to
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