ion empire. At the end of the war he continued this prac-
tice. Even when he spent long periods in Paris, he did
not lose contact with Spaniards, as both his business and
home were in the district frequented by Spanish émigrés,
many of his business associates or employees were Span-
ish, and his friends included his fellow countrymen the
artists Pablo Picasso, Joan Miró, and Pablo Palazuelo.
The Businesses
Haute couture businesses are secretive about their inter-
nal workings, if not their ambitions, and often it is the
design records rather than the accounts that survive. In
the absence of financial or administrative archives for the
house of Balenciaga, it is possible to reconstruct its or-
ganization and strategy only through its public registra-
tion, its rich design archive, and limited oral and written
testimony from the salon, some of the more illustrious
members of its clientele, and a few of the designer’s col-
leagues or pupils. Tradition and continuity were partic-
ular characteristics of the house, in terms of its internal
structure and workforce, its design output and quality of
production, and its maintenance of a faithful and presti-
gious customer base. Gimmickry was avoided at all
costs—even in the postwar period of consumerism, when
many of Balenciaga’s competitors engaged freely in a va-
riety of new sales tactics, including the development of
ranges of ready-to-wear clothing, accessories, and nu-
merous fragrances and the use of advertising.
As was relatively common in Parisian couture, Ba-
lenciaga was a limited company, in the form of a part-
nership between Balenciaga himself, his hat designer and
friend Vladzio Zawrorowski (d. 1946), and Nicolas Biz-
carrondo, the Basque businessman who provided the ini-
tial capital. Balenciaga’s previous success in Spain and the
existence of three houses there (albeit that they were in
limbo in 1937) might well account for Bizcarrondo’s faith
in Balenciaga and his willingness to support him. Estab-
lished in 1937 on an initial investment of Fr 100,000, the
value of Balenciaga’s couture house rose to Fr 2 million
in 1946 and to Fr 30 million in 1960. Injections of fund-
ing coincided with expansion in its activities. The in-
vestment reflected the size—large by couture standards
but small relative to industrial enterprises before or after
World War II.
The structure of the design house followed to the
letter a traditional couture model, conforming without
difficulty to the new haute couture regulations imple-
mented in 1947. Throughout Balenciaga’s reign, the seat
of business was at 10 avenue Georges V—a suitable lo-
cation in the golden triangle of Parisian luxury produc-
tion. This six-story building served all functions—
aesthetic, craft, commercial, and administrative. Discre-
tion was the key to both the exterior and interior, with
little overt reference to the house’s sales function. On the
outside, classical pillars flanked the shop windows, which
never contained any hint of clothes for sale but rather
pretended to a certain artistry.
On the ground floor the entrance was through the
boutique (shop), which stocked accessories, such as
gloves, foulards, and the perfumes Le Dix (1947), La
Fuite des Heures (1948), and Quadrille (1955). This floor
had the appearance of the hallway of a grand house, with
a black-and-white tiled floor, rich carpets, and dark
wooden and gilded furniture and fittings. On the first
floor, reached by an elevator lined in red Cordoban
leather and studded with brass pins, were the salon and
fitting rooms, decorated in 1937 in the fashionable
Parisian taste of the day, with upholstered settees, cur-
vaceous free-standing ashtrays, and mirrored doors.
Presided over by Madame Renée, this floor was home to
the vendeuses (saleswomen), who greeted their own spe-
cially designated clients, consulted with them about their
vestmental needs and social calendar, introduced them to
the models that might suit them (specially paraded by a
house mannequin), and then watched over their three fit-
tings once they had placed their orders. Above the salons
were the workshops where the clothes were cut and con-
structed; only occasionally were certain garments farmed
out for special treatment, for example, to the embroidery
firms of Bataille, Lesage, or Rébé for embellishment.
Higher still in the building were the offices occupied by
the administration.
Expansion and continuity. Workshop space expanded
beyond the four workshops set up in 1937 (two for
dresses, one for suits, and one for dresses and suits). Dur-
ing the war (1941) Balenciaga added two millinery ate-
liers; then, after the war (1947–1948), another two
workshops for dresses and one for suits; and, finally, in
1955, another for dresses, bringing the total to ten. Just
before the opening of the final workshop, Balenciaga’s
employees numbered 318. In the scheme of things, Ba-
lenciaga valued his cutters more highly than his work-
shop heads, paying the former 20–30 percent more than
the latter between 1953 and 1954. Given the reputation
of the house for high-quality tailoring, this prioritization
is not surprising, nor is the fact that skilled employees in
positions of trust remained with the firm over a prolonged
period. In the case of the known workshop heads, the
majority stayed for twenty to thirty years. Moreover,
“new” senior staff members seem to have arrived from
the Spanish houses, possibly because Balenciaga could
rely on their standards and experience.
Client Base
Continuity was also an aspect of the client base, satisfy-
ing Balenciaga’s firm belief that women should find and
remain with the dressmaker who best served their needs
and understood their personal styles. Many private and
professional clients patronized the house for thirty years.
At his height, Balenciaga showed his collections to two
hundred wholesale buyers and made to measure about
2,325 garments per annum for private clients. Some of
the latter bought as many as fifty to eighty items per year.
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