TUNISIAN REPUBLIC

MINISTRY OF HIGHER EDUCATION AND SCIENTIFIC

RESEARCH

Higher Institute of Management of Tunis ISG

Applied License in Economics

Specialty : International Trade

Graduation Project :
For obtaining an Applied License degree

Subject: Improvement of the Commercial

Performance of the HAYSON DECO Company

Language : English
Academic Supervisor :
Professional supervisor :
Academic year : 2019 - 2020
Dedication
Thanks
 Plan
Contents
Introduction :..........................................................................................................................................4
I - The evolution of performance in the Tunisian textile sector :............................................................6
1 - Introduction :.................................................................................................................................6
2 - History of the textile sector :.........................................................................................................6
3 - Challenges in the ITH sector.........................................................................................................8
4 - Analysis of the overall characteristics of the Textile sector...........................................................8
5 - The situation of the Textile sector from 2018 :.............................................................................9
6 – Quantitative analysis of the textile sector :...................................................................................9
A - Exports :...................................................................................................................................9
B – Imports :.................................................................................................................................13
II - Textile & Clothing sector recovery plan :.......................................................................................16
1 - Introduction :...............................................................................................................................16
2 - Partners :.....................................................................................................................................16
3 - Strategic orientations of the plan :...............................................................................................17
A - Strategy and management :....................................................................................................18
B - Integration :...........................................................................................................................19
C - Promotion :.............................................................................................................................20
D - Training :................................................................................................................................21
E - Infrastructure :........................................................................................................................22
F - Business environment :...........................................................................................................23
4 - Quantified objectives for 2023....................................................................................................24
I – Introduction :...................................................................................................................................26
II – Presentation of the company :........................................................................................................26
1 - History:.......................................................................................................................................26
2 - The company’s Philosophy:........................................................................................................26
3 - Products :....................................................................................................................................26
4 - Key numbers :.............................................................................................................................27
5 - Situation of the student :..............................................................................................................27
6 - Tasks :.........................................................................................................................................27
7 - Problematic :...............................................................................................................................28
1 - Transform the company website from a simple display and presence website to an active e-
commerce website :..........................................................................................................................29
A - analysis of the current situation :............................................................................................29
B - Solution and suggested action :...............................................................................................29
C - Cost of change :......................................................................................................................29
D - Advantages and potential return on investment :....................................................................29
2 - Create a 360° online Showroom :................................................................................................31
A - Analysis of the current situation :...........................................................................................31
B - Solution and suggested action :...............................................................................................31
C - Cost of change :......................................................................................................................32
D - Advantages and potential return on investment :....................................................................32
3 - Establish a new social media marketing strategy :......................................................................33
A – Analysis of the current situation :..........................................................................................33
B – Solution and Suggested action :.............................................................................................33
 C – Cost of Change :....................................................................................................................33
D – Advantages and potential return on investment :...................................................................33
4 - Go to INSTAGRAM :.................................................................................................................35
A - Analysis of the current situation :...........................................................................................35
B - Solution and suggested action :...............................................................................................35
C - Cost of change :......................................................................................................................36
D - Advantages and potential return on investment :....................................................................36
5 – Implement SMSing campaigns to advertise :..............................................................................38
A - Analysis of the current situation :...........................................................................................38
B - Solution and suggested action :...............................................................................................38
C - Cost of change :......................................................................................................................39
D - Advantages and potential return on investment :....................................................................40
Conclusion :.........................................................................................................................................41
 List of Figures

Figure 1 : Export Evolution January - Mars.........................................................................................12

Figure 2 : T&C Exports : 2018 - 2019 Comparaison............................................................................12
Figure 3 : Tunisia's largest T&C clients...............................................................................................14
Figure 4 : T&C Exports in Q1 By product...........................................................................................14
Figure 5 : Impots Evolution : January - Mars.......................................................................................15
Figure 6 : RS imports by country.........................................................................................................17
Figure 7 : Local imports by product Q1 2019.......................................................................................18
Figure 8 : Amazon's 360° Product Showroom......................................................................................33
Figure 9 : Renault’s 360° Online Car Showroom.................................................................................34
Figure 10 : Expected response times for customers..............................................................................36
Figure 11 : Tunisia's Instagram Audience Overview............................................................................39
Figure 12 : the most influencial social media platforms.......................................................................39
 List of Tables

Table 1 : T&C exports by product........................................................................................................14

Table 2 : RS imports in Q1 by product.................................................................................................17
Introduction :
Today, the textile sector is progressing more and more by having diversified products, increasingly
demanding customers, competitive structures and an increasingly diversified sense of leadership
amongst business owners and investors, allowing them to seize new opportunities in a very
competitive context in the world and particularly in Tunisia.
Nowadays, the biggest difficulty faced by the launches of new models, the development of new
products, whether linked to new projects or to transfers of know-how and the inclusion of new
technologies, is to maintain the balance between these three parameters: Quality, Cost and Deadlines...
Moreover, all industrial performance is measured by these three parameters:
- Quality: the quality perceived by the customers
- Cost: the compliance with the planned costs
- Deadline: the completion and delivery of the products while respecting the "deadlines"

This project aims to study in more details the structure of this sector, taking in consideration all the
aspects related to it and linking it to the activity of trade to put in application the theories and
techniques learned in this bachelor degree.
Chapter 1 : A documentary study of the
Textile and Clothing Sector
I - The evolution of performance in the Tunisian textile sector :

1 - Introduction :
The textile and clothing industry, one of the oldest industries in the world, has often been regarded as
the first step in the industrialization and internationalization of economies. Particularly since the
Middle Ages, this sector has been a key factor in the growth of international trade.
Considered to be one of the main sectors of Tunisia, the boom in the textile and clothing industries
sector was justified during the 1970s by the scale of the strategic and structural choices made by the
economic decision-makers who took advantage of several factors:
- The abundance of labor especially in internal cities.
- The low cost of the labor factor.
- Geographical proximity to Europe (1-day shipment to Europe).
- The opening of the European market to exports (especially the French one)
- The establishment of the offshore (RS) regime in 1972 (which was later reviewed by Law 93-
120).

These factors, among others, have enabled manufacturers in this sector to adapt to the requirements of
partners and foreign contractors and to rank fifth among the clothing suppliers of the European Union
in 2005. The vast majority of companies in the sector operate as subcontractors in the clothing sector
for European customers (off-shore).
France is by far the largest market for Tunisian companies, followed by Italy and Spain.
The manufacture of clothing products represents at least 85% of the global production.
Today, such an important sector for Tunisia such as the textile and clothing sector is considered an
industrial heritage that is suffering a lot because of the Asian competition with their lower costs and
the political instability.
This chapter is divided into two main parts, a historical overview of the textile sector over the years,
the second part covers its current situation and the challenges facing it.

2 - History of the textile sector :

In our exploration of the history of the textile and clothing industries sector, we go back to the middle
of the 17th century; a time from which this sector was the most developed industry in Western
countries and was part of one of the engines of the industrial revolution.
Indeed, the history of the textile and clothing industry is marked mainly by the regulation of quotas.
For a long time, international trade in this sector was organized according to a protectionist system
known as the Multi-fiber Agreement (MFA), the main objective of which was to protect industrialized,
more developed countries from competition from developing countries, which are more competitive in
terms of costs (mainly labor).
In 1995 an agreement was signed during the Marrakech negotiations "the Agreement on Textiles and
Clothing (ATC)" through which GATT member countries pleaded for a gradual dismantling of quotas
over ten years.
Thus, developed countries have benefited from 30 years of quota regulation. After a long phase of
protectionism, this MFA agreement ended up being dismantled to align with the principles of free
trade.
Since January 1, 2008, the textile and clothing industries sector has been subject to free competition
which has called into question certain industrial strategies and which has also redesigned the
competitive strategy of players in this sector.
The period from 1990 to 2007 was marked by a very rapid rate of growth in the number of enterprises
in the textile and clothing industries.
From 2008 this growth began to slow down, which is an expected consequence of the tariff
dismantling of the free trade area agreement and that of the multi-fiber agreement (MFA) and also
because of the economic crisis that hit the world and in particular Europe and the US.
This period of expansion of the sector (1990-2007) was marked by very important reforms such as
Upgrading Programs and incentive measures for the creation of companies and the development of
SMEs, among these measures and reforms, we can cite:
-The creation of the Technical Textile Center (CETTEX).
-The creation of the Monastir-El Fejja Competitiveness Cluster.
-The introduction of incentive premiums intended for regional development zones.
-Raising the ceiling of FOPRODI to 4 MD.
-Implementation of the Industrial Globalization Program (PMI) with the objective of consolidating
efforts to modernize industry through innovation, improvement of quality and metrology and the
promotion of industrial property.
Thanks to all these reforms, the Tunisian industrial fabric today counts more than 1,672 companies
employing 10 people or more in the textile and clothing sector, totaling 161,425 jobs, or 30% of active
companies and 33% of the total industrial labor.
We should point out that 7.8% of these companies are FOPRODISTS. The first strength of the textile
and clothing industries sector in Tunisia is that it is a highly employable sector in which more than
85% of its total workforce are permanent jobs. In fact, it is among the highest rates in the
manufacturing industry in Tunisia.
The second strong point of the T&C sector is that in ten years (1972-1982), its place in manufacturing
exports went from 9% to 42%, to exceed 50% at the beginning of the 90s.
Over the past three years, this growth in exports has slowed down, together with a rapid increase in
imports, which has caused the sector's coverage rate to deteriorate.
3 - Challenges in the ITH sector
To determine the challenges in the textile sector we used the SWOT tool as indicated below:
Strengths Weaknesses
- Poor decentralization of platforms
Access to the free market
- Continued focus on clothing and
- Geographical proximity and sophisticated
subcontracting operations in coastal areas.
infrastructure / logistics in Tunisia
- Poor integration of the sector with regard to the
- Currency exchange capacity
development of resources and raw materials.
- A sophisticated certification landscape in the
- Political difficulties for Tunisian companies to
southern Mediterranean regions
access the American market
Opportunities Threats
- Easy and efficient access for subcontractors to
Political instability in the southern
European contractors.
Mediterranean region, in particular in the case of
- Prospecting for new markets in third countries,
Tunisia after 2012.
in particular in the Middle East and Africa
- Global economic slowdown
- Improving the exploitation of regional
- Stagnation of market access negotiations
subcontracting potential.
between Tunisia and the United States
- Strengthen the expertise of Technical Textiles
concerning textiles and clothing 'clothing. -
in the southern Mediterranean region and
Weak technological progress and stiff
creation of technological and strategic
competition from Asia.
partnerships.
Figure 2: Tunisian Textile sector SWOT analysis

4 - Analysis of the overall characteristics of the Textile sector

Globally, as nationally, the textile sector is a factor of economic growth for many countries. However,
the textile business has been marked for several years by both new opportunities for some and great
uncertainty for others.
Textile-clothing in Tunisia, which until then had enjoyed relative prosperity, has not been spared by
the new dynamics of the sector. He tries to adapt by implementing responsiveness strategies.
We will quickly present the main characteristics of the Tunisian textile-clothing market and its recent
developments. Then, we will cite the main factors which have caused the sector to start to falter over
the past two years and finally we will analyze the measures taken by the government to maintain and
consolidate the position of the sector in the years to come.
The textile-clothing sector occupies a prominent place in the Tunisian economy:
-it represents 46.7% of manufacturing industries exports
-it represents 47% of jobs in manufacturing industries;
-of the 2,033 companies, 797 are completely foreign and 118 with mixed capital;
-The textile-clothing industry is governed by legislation very favorable to investors;
-the sector is mainly made up of small units employing less than 50 people;
-the majority of the offer concerns mid-range products;
- the strength of the sector has so far resided in the sale of cost per minute;
-The integration rate is very low. Indeed, manufacturers have positioned themselves as subcontractors
vis-à-vis the ordering parties;
-wage costs are rather low compared to France (the minimum hourly wage is 0.66 euro cents in
Tunisia compared to 7.19 in France;
At the international level, Tunisia occupies the eighth position of the European Union's main suppliers
of clothing products. While its market share is 4%, that of China is the largest with 19% (2018).
-However, despite the seniority, the knowledge acquired in the sector and the special attention of the
government, the main indicators relating to the sector show a slowdown affecting both production,
exports and investments.

5 - The situation of the Textile sector from 2018 :

The Textile & Clothing sector, a pillar of the Tunisian economy, has experienced in recent years, a
situation of loss of speed or even crisis, materialized by the decline in investments and exports, a loss
of jobs (around 40,000 jobs) and a decline in the rank of EU suppliers, overtaken by competitor
countries in the Euro-med zone.
This situation presents, among other things, a delay in the implementation of the sector strategies
previously developed. Such a delay is mainly due to a deficit in execution, governance and
management capacities to address the various challenges of the textile & clothing sectors in terms of
integration, training, promotion, infrastructure, business environment and governance.
A proposal for a new mode of governance and a more agile operational approach capable of
relaunching the sector while capitalizing on the profession's knowledge of strategic issues, engaging
the public and private sector in a win-win partnership approach.
The beginnings of a resumption of growth in the sector in 2018 (starting in 2017 and expansion
confirmed by the results at the end of 2018) will only be profitable for the momentum of this
approach.

6 – Quantitative analysis of the textile sector :

Due to the special circumstances of the year 2020, those numbers could not be used to assess the
situation since they reflect a very special case of demand and offer drop.
For those reasons, this analysis will be based on the numbers from Jan – Mars 2019 :
A - Exports :
During the first quarter of 2019, the value of exports from the Textile-Clothing sector increased by +
14.40% in dinars and decreased by -1.59% in € and - 1.89% in weight (tons) compared to the same
period of 2018.
Textile-Clothing exports:
March 2019: 770.95 MTD (+ 13.39%) or 223.06 M € (-2.19%) and 16,782.84 Tons (+ 3.33%)
1st Trim. 2019: 2,159.50 MTD (+ 14.40%) or € 624.89 M (-1.59%) and 43,746.31 Tons (- 1.89%)

Figure 1 : Export Evolution January - Mars

During the first quarter of 2019, exports of the clothing sector recorded a growth of + 13.94% in TND.
Those of the textile sector increased by + 17.43% in TND compared to the same period of 2018.
first
Evolution
Value : Million Dinars trimester
2019/18
2019
Fibers 5,75 22,66%
Threads 31,54 23,18%
Fabrics 57,33 4,23%
household linen 57,76 25,04%
Coverings, rugs & upholstery 0,49 -21,95%
other textile products 109,72 16,93%
Accessories 9,76 65,75%
Thrift 22,32 16,88%
Sub Total textile 294,72 17,43%
Sub Total Warp & Weft Clothing 1408,88 14,18%
Mesh clothing 455,79 13,21%
Sub Total clothing 1864,77 13,94%
Total Sector 2159,5 14,40%

Exports in MDT
2000
We
1800
went
1600 on
1400 and
1200 did
an
1000
800
600
400
200
0
Clothing Textile

2018 2019
analysis based on the products to find these results :

Figure 2 : T&C Exports : 2018 - 2019 Comparaison

Table 1 : T&C exports by product

For the clothing industry: Warp and weft clothing increased by + 14.18% in DT and -5.16% in tonnes.
Knitted clothing grew by + 13.21% in TND and + 2.41% in tonnes.
The market analysis of chain and tram clothing exports shows growth on the main markets, except in
Spain (-18.56%).
In a addition, a penetration on the Irish market. knitwear recorded significant increases in TND from
Italy (+ 22.52%) and Spain (+ 44.59%).
Also, there is a breakthrough in sales in the Netherlands and Austria.
Exports of the textile sector show a growth of + 17.43% in TD and a slight decrease of -0.76% in
tonnes. This increase, in value, is recorded on all traditional markets (France + 6.73%, Italy + 16.66%,
Spain + 13.50% and Belgium + 5.04%).

T&C Exports by country during Q1 2018 and Q1 2019 (MDT)

France

Italy

Germany

Belguim

Netherlands

Spain

UK

0 100 200 300 400 500 600 700 800

2018 2019
Tunisia’s biggest T&C clients :

Figure 3 : Tunisia's largest T&C clients

The Main exported products: significant increases were recorded in threads & yarns (+ 23.18%),
fabrics (+ 4.23%), household linen (+ 25.04%) and other textile products ( + 16.93%)
 Fibers Exports in Q1 2019
threads

fabrics

household linen

Coverings, rugs &

upholstery

other textile
products

accessories

Thrift

Sub Total Warp &

Weft Clothing

Mesh clothing

Figure 4 : T&C Exports in Q1 By product

B – Imports :
During the first quarter of 2019, the value of imports in the sector increased by + 11.68% in TND and
decreased by -3.92% in € and by -1.63% in weight compared to the first quarter of the year 2018.
March 2019: 568.94 MTD (+ 10.21%) or 164.61 M € (-4.93%) and 32,322.23 Tons (-3.59%)
1st quarter. 2019: 1,525.06 MTD (+ 11.68%) or € 441.26M (-3.92%) and 90,817.52 Tons (-1.63%)

Figure 5 : Impots Evolution : January - Mars

B.1 – Imports for the RS system
During the 1st quarter of 2019, the imports carried out under the suspensive regime increased by +
12.04% in TD compared to the same period of 2018. Textile imports grew by + 14.07% in value and
-5.31% by weight.
As for the local market we noticed during the first quarter of 2019, Textile-Clothing imports intended
for the local market (release for consumption) recorded an increase of + 9.58% in TND compared to
the same period of 2018. The textile sector shows an increase of + 20.22% in TND while that of
clothing decreases by -17.02% in TND

Product Imports (RS) Q1 2019 (TND) Evolution Q1 2019/18

Fabrics excluding denim 532,67 15,94%
Denim 123,67 -6,01%
Fabrics for technical use 140,9 52,48%
Mesh fabric 94,53 13,87%
subtotal fabric 591,78 16,35%
textile fibers 30,08 17,60%
Threads 71,27 1,24%
other textile products 104,01 4,65%
Total textile 1097,14 14,07%
total clothing 211,47 2,56%
total sector T&C 1308,61 12,04%
Table 2 : RS imports in Q1 by product
Analysis by product category highlights the following trends:
Fiber imports increased by + 17.60% in TND and + 6.39% in weight. Italy, with 39.77% market share,
recorded growth of + 37.99% in TND.
Greece follows with 20.75% market share and shows an increase of + 50.63% in TD.
Imports of yarns recorded a slight increase of + 1.24% in TD against a decrease in tonnes of -12.98% .
Italy, the leading supplier of yarns, recorded a decrease of -24.29% in TD.
Turkey, the second largest supplier, grew by + 116.99% in TND and +56.19 in tonnes.
The Imports of fabrics excluding denim increased by + 15.94% in TND and fell by -5.37% in tonnes.
purchases are rising more and more, in particular from France, Italy and Turkey.
Imports of denim fabric are down -6.01% in TND and -22.06% in tonnes. Turkey, the leading supplier
of denim fabrics, fell by -10.62% in TND and -18.82% in tonnes followed by Italy (+ 7.95% in TND
and -18.14% in tonnes) then Egypt (-8.59% in TD and -25.52% in tonnes).
Imports of fabrics for technical use increased by + 52.48% in TD and + 38.85% in tonnes.
This increase is observed at the level of the main suppliers of the branch.
Imports of knitted fabrics increased by + 13.87% in value and by + 5.24% in tonnes. Italy and France
recorded respective decreases of -29.60% and -16.07% in tonnes.
However, Turkey, China, Spain and Greece recorded increases in value and weight. Imports of pre-cut
clothing increased by + 2.56% in DT and -9.19% in tonnes.
Half of the supplies come from Italy and France which record respective changes of + 8.32% and
-2.03% in TD and -3.40% and -5.35% in tons.

RS Imports by Country in MDT

350

300

250

200

150

100

50

0
Italy France Turkey Germany China Belguim Spain

2018 2019

Analysis of the RS imports by country :

Figure 6 : RS imports by country
B.2 - Local Market imports :
During the first quarter of 2019, Textile-Clothing imports intended for the local market (release for
consumption) recorded an increase of + 9.58% in TD and of + 11.12% in tonnes compared to the same
period of 2018.
The textile sector shows an increase of + 20.22% in TND while that of clothing fell by -17.02% in
TND. The analysis by branch shows the following trends:
Fiber imports are increasing by + 87.43% in DT and + 19.39% in tonnes.
Turkey, the leading supplier, triples its exports to Tunisia in value and weight. Imports of yarn
increased by + 28.79% in TD and + 29.03% in tonnes.
India, the leading supplier, recorded growth of + 56.98% in TD, followed by Italy (+ 46.70%) then
China (+ 91.58%) and Turkey (+ 59.25%) .
Fabric imports evolve by + 26.27% in TD and + 15.71% in tonnes.
China and Turkey increased their sales to Tunisia by + 20.30% and + 42.67% in TND respectively.
Clothing imports fell by -17.02% in TND and -24.62% in weight. Those from Turkey and China are
down respectively by -0.56% and -54.38% in TD and -23.86% and -49.38% by weight.
 Local Market imports by product Q1 2019 in MDT

Fabrics excluding denim denim Fabrics for technical use

Mesh fabric subtotal fabric textile fibers
threads other textile products Total textile
total clothing total sector T&C
Figure 7 : Local imports by product Q1 2019
II - Textile & Clothing sector recovery plan :

1 - Introduction :
The aim of the textile sector recovery plan initiative is to mobilize and coordinate the actions of the
public and private sector around a clear and concrete program, established with a view to restructuring
the sector and accelerating its pace of development.
In terms of exports, employment and added value. It aims to put to action the commitments of all the
parties concerned with a view to strengthening a competitive textile industry with a high added value,
innovative approach and well positioned in global value chains.

2 - Partners :
This plan is backed-up and elaborated between :
The Tunisian government represented by :
- The Presidency of the Government
- The Ministry of Industry and SMEs
- The Ministry of Finance
- The Ministry of Trade
- The Ministry of Employment and Vocational Training
- The Ministry of Higher Education
- The Ministry of environment and local communities
- The Ministry of Development and International Cooperation

The textile sector represented by :

 - The Tunisian Federation of Textiles and Clothing (FTTH)

3 - Strategic orientations of the plan :

This draft pact was based on interviews and working groups conducted with leading manufacturers in
the key sectors of the sector, mainly :
- Jeans branch
- Work clothes branch,
- Lingerie branch,
- Knitwear and knitting branch technical / intelligent textiles (Smart Textiles).
Through the strategic studies carried out previously, the profession agrees on strategic and
structuring orientations of the sector, mainly :
- Integration of sectors
- Upgrade & innovation
- Development of an attractive offer for contractors and international investors
- An accentuated promotion for anchoring on traditional markets (EU) and development on new
markets
- Development of intelligent textile sectors (Smart Textile)

The plan turns around 6 strategic axes :

Strategy and A public-private management model

management

Integration Tens of strategic integration projects to be launched

Promotion Promotion of the products on old and new markets

Training An adaptive training according to needs

Infrastructure A better approach towards logistics

Business environment Encouragements and grants to help promote the sector

Next we will explain each axe going from the current observations, to the approach used to
accomplish it and the the commitment of both the public and the private sector.
A - Strategy and management :
Observations :
- Lack of capacity and a very slow speed of execution
- Delays in the implementation of recommendations from previous strategic studies
- Lack of coordination between different actors (public and private)
The proposed governance and management model is based on key steering bodies and a clear
definition of roles between the various public and private partners to be engaged in the sector recovery
plan.
These instances/bodies are:
- A National Strategic Council for the textile sector
- A fund dedicated to the development of the sector
- A steering body for the execution of the plan (Delivery Unit)
The National Strategic Textile Council is made up of representatives of the government and the
private sector (the professionals) and the sector development fund.
 The commitment of partners :

Public Partners Private Partners

Place the strategic council at the executive
level by attaching it to the presidency of
the government
Give to the steering body a functional
authority and power with the various
public structures involved
Appoint a single point of contact at the
level of public structures on the various
components of the program: Training,
Infrastructures, Business environment &
incentives, Promotion
Be proactive and lead short and medium-
term action plans on the following
components: Promotion, Training,
infrastructure, business environment and
incentives
implement progress reporting on the
strategic plan to the national strategic
textile council
Ensure the management of the strategic
study by 2030 and conduct it before Q1
2019

Support the steering bodies by the

competent resources at the level of the
different structures involved in relation

B - Integration :
Observations :
- A low level of integration of sectors (10-20%)
- Loss of competitiveness compared to the competition (Morocco - Asia – Ethiopia – Turkey)
- Integration limited to basic ranges, products and subsectors
The proposed approach consists of identifying and implementing around tens strategic and structuring
projects for the key sectors of the sector, namely: Jeans, Workwear, Lingerie, Mesh and technical
textiles.
This process was initiated with the sectors and made it possible to identify certain types of projects :
- Denim weaving projects
- weaving projects
- Work clothes
- Lingerie Accessories projects
- Fine Mesh projects
- Finishing / Ready-to-dye projects
- Mesh & Knitting projects
- Technical Textiles / Smart Textiles projects
- Spinning projects
- transversal project supporting industry

Main focus points of the Strategic integration

- Identify and attract key strategic partners for the realization of the identified integration
projects
- Design and set up projects with the profession and potential partners (Identification of needs,
investment scenario ..)
 - Design and develop a territorial offer adapted to projects: Infrastructures, training, specific
incentives for project leaders

The commitment of partners :

Public Partners Private Partners

Allow an attractive offer and specific Identify potential project partners

incentives tailored to strategic
integration projects
Facilitate the realization of projects
Engage in prospecting and with
contractors and strategic partners
Design and study projects according to
the needs of manufacturers and
potential partners

Mobilize private funds from

manufacturers and other donors funds
for the realization of the investments
related to the projects

Carry out the identified strategic

projects

C - Promotion :
Observation:
- Individual promotion / prospecting procedures for principals
- Lack of coordination between the actors involved in the promotion Country / Sector
- Lack of a clear communication strategy and plan by sector compared to the competition
- Loss of market share on the EU in the face of more aggressive competitors (even though, there
has been a recent return to Tunisia)
- Penalizing customs agreements (EU) ▪No USA / Russia agreement
- No labeling of Tunisian Textile
- Attractiveness attenuated (Black listing in the few last years)

Main focus points :

- build and develop a value proposition by sector based on key factors of attractiveness and targets
- establish a go to market plan by sector
- develop economic diplomacy to promote development and access to traditional (EU) and new (USA,
Africa) markets

The commitment of partners :

Public Partners Private Partners

Support the sectoral promotion Design the Go to Market plan and the
process through the national value proposition by sector and by
promotion of the country target
 through economic diplomacy and communication plan at national and
high-level lobbying (EU / USA international level and manage its
agreements, prospecting and implementation (Roadshows, Events,
attraction of major clients) Spots, PR, digital marketing, ... )

Support the '' promotional effort Engage in prospecting and sector

Dthrough
- Training
the:mechanisms in place promotion with principals and
(example Tasdir +)
Observation: strategic partners
- Difficulty in recruiting imminent needs of the sector (10,000-12,000 jobs)
- Loss of attractiveness of the sector for young Animate
people the sector's ecosystem via
- Mismatch between the training offer (university and professional)
dedicated platformsinand
relation
newto the needs of
the sectors (example: No training course professional targeting channels
communication lingerie) ▪
- More developed and specific CAP / BTP / BTS training courses to be reorganized

Main focus points :

- Implement an approach to co-construct training courses between the profession and the
training system
- Promote the image of the sector and the attractiveness of the sectors among young people
- Launch graduate retraining programs for the benefit of textile and clothing sectors

The commitment of partners :

Public Partners Private Partners

Orient employment and Construct and recommend

vocational and university suitable training courses
training programs following a co-
construction approach in order Contribute to the conduct of
to meet the needs of the sector training within companies
in human resources (trainers and trainees, work-
study training, university courses
Orient and adapt the legislation
in force according to the
directives and recommendations
of the sectors

Allow the profession to sit in

governance of universities and
training centers

E - Infrastructure :
Observation:
- Logistics brakes (delays in connection with the operation of the Port of Rades, etc.)
- Delay in the construction of water treatment stations (including that of the Technopole de
Monastir)
- Lack of coordination between the players promoting industrial and business parks (Fejja-
Monastir)
Main focus points :
Offer quality infrastructures and the best international standards and improve the logistical
competitiveness of the sectors:
- Industrial zones
- Water & Environment infrastructures (including wastewater treatment plants)
- Energy production facilities> Port infrastructures
- Logistics and service platforms ( Tests, Prototyping, others)
- Laboratories
- Show Rooms & Exhibition center

The commitment of partners :

Public Partners Private Partners

Facilitate the implementation of Be a source of proposals for

infrastructure projects infrastructure projects according
to standards and project needs
Promote a priority route for
textile exports to the Port of
Rades

Develop new industrial zones to

the best international standards

Build the purification stations

necessary for Weaving &
Finissag integration projects

F - Business environment :
Observation:
- Lack of a working time measurement system and lack of flexibility in employment legislation
- Administrative burdens
- Unfair competition on the local market due to lack of rationalization measures and import
controls
- Heavy energy costs (compared to competing countries)

Main focus points :

 - Allow specific incentives adapted to the expectations of the sector (including preferential
pricing of energy, water and the environment

Public Partners Private Partners

Orient and adapt the Be a source of

legislation in force proposals for
according to the regulatory
directives and framework
recommendations of adjustments
the sectors
- Establish program contracts with leading companies
- Facilitate administrative procedures (export, FDI establishment, others)
- Launch measures to rationalize imports (technical control, trend prices, etc.)
- Establish fair competition between importers and manufacturers for the local market
- Facilitate the marketing of 30% of the products of fully exporting companies on the local
market

The commitment of partners :

4 - Quantified objectives for 2023

The quantitative objectives of the recovery plan for 2023 are:

1- Create
50,000
jobs by
2023.

2 - Improve the sector's coverage rate

from 126% in 2018 to 146% in 2023

3 - Raise exports from 2.4 to 4 billion euros with growth of 5-6%

over 2019-2020 and an acceleration from 2021 ( more than 13% in
2021)

4 - Reclassify itself among the top 5 suppliers in the EU with almost 4% market share against
2.5% currently (This target value, reached in 2008, is absolutely to be found by the sector)
5 - Improve the sector's integration rate reducing respectively from a value estimated by the profession below 10% in 2018 to
nearly 35%
Chapter 2 : Improvement of the
Commercial Performance of the
HAYSON DECO Company
I – Introduction :
In this chapter, we will present first of all the company “HAYSON DECO” where this internship was
done.
II – Presentation of the company :
1 - History:
It was in 1975, in the Sahel region, that the first HAYSON workshop was established. This was
inaugurated by President Habib Bourguiba in the presence of local authorities and Belgian investors.

Following the various extensions, the activities have

diversified, clothing for women, men, lingerie and finally
specializing in curtains and home decoration.

Rich in this experience and exceptional know-how

transmitted by large European firms, it seemed obvious to us
to develop this concept in Tunisia. Belgian-Tunisian investors have chosen to set up in an area with
great commercial potential in Tunis (near the first hypermarket in Tunis)
The name Hayson was chosen as a registered trademark following the opening of the first showroom
in March 2006 and a second in Sousse in October 2012.
Anxious to respond to the most demanding requests, a multidisciplinary, young and dynamic team
(sales, technicians, designers) were recruited to ensure the highest levels of performance.

2 - The company’s Philosophy:

Since 2007, Hayson Deco has distinguished itself in the field of interior decoration by bringing
richness and innovation, diversity and improvement to its models.
Both innovative in its textile collections, Hayson Deco has also been able to anticipate the needs of its
customers by bringing to its collection a wide choice of mechanisms, linens or decorative accessories.
Because everyone has the right to recreate and invent their own idea of the beautiful in their interior,
HAYSON Deco wanted to have all the styles, all the colors and all the materials, which it declined in
simple patterns or original, high-end or more technical, traditional or contemporary, but always
ensuring quality.

3 - Products :
HAYSON DECO has a large set of products :
 Fabric Collections
 Curtains and net curtains
 Japanese panels
 Stores
 Household linen
 Roller blinds
 Moustiquaires
 Other home decoration accessories

4 - Key numbers :
Hayson imports : 370.000 TND in 2019
The imports make 70% of expenses.
Yearly turnover : 780.000 TND in 2019
5 - Situation of the student :
Ahmed Ben Hamouda, a final year student at ISG Tunis specialized in international trade.
This bachelor degree allowed me to :
 Understand the international trade mechanisms and principles
 Understand the basic economic frameworks and principles
 Be placed in a trade specialized company and perform using techniques acquired during
studies.

This bachelor degree allowed me to have a theoretical understanding of the international trade and in
order to put that knowledge into practice, I underwent an internship at HAYSON DECO which has an
important international trade movement.

6 - Tasks :
Since the first days of the internship, I have been given important tasks and responsibilities such as :
 Receiving customer orders
 Forwarding orders to the stock department
 Follow the order from the warehouse to the pick-up point (store)
 Quote and bills elaboration
 Community management and interaction with potential clients

7 - Problematic :
HAYSON DECO is an international trade company that imports products (mainly textile) and sells
them in Tunisia.
However despite being one of the market leaders, the company still adopts traditional selling technics
based mainly on brick and mortar (physical selling points).
Never the less, despite having a presence on the web : Facebook page and website (non updated), this
proved to be not enough especially in 2019 and 2020 where companies are shifting from brick and
mortar to e-commerce.
HAYSON DECO realizes its profits from corporates, hotels and big clients and based on that the
problematic chosen is :
How to optimize the performance of the company by reaching a wider audience and enlarging the
customer base.

To answer this problematic is based on 6 main key factors on which the company should rely in order
to answer this problematic.
These 6 key factors are :
1- Transform the company website from a simple display and presence website to an active e-
commerce website
2- Create a 360° online showroom
3- Establish a new social media marketing strategy
4- Going to Instagram
5- Adopt SMSing campaigns to advertise based on the client database
6- Using innovative advertising techniques and channels
These factors will be analysed one by one in order to establish applicable recommendations.
1 - Transform the company website from a simple display and presence website to an
active e-commerce website :
A - analysis of the current situation :
The current website that Hayson has created a few years ago does not meet the minimum standards for
a modern commerce company in 2020.
From a technical point of view, the website has everything since it is relatively new (2015), but from a
sales point of view the website doesn’t offer to the company the push a website needs to offer.
This website is only a general website that just proves the company has an online presence and offers a
few services like contact and show some of the products and also promotes the company image by
stating its history and partners.
Despite that the website like is a passive website that lacks a few important components like an
e-commerce plugin to enable customers to make purchases online, prices and event details of the
products.

B - Solution and suggested action :

The solution is to simply add an e-commerce plugin and thus transform the website from a simple
display website to a fully operational e-commerce website.
This action is usually done with the services of a developer or a website development agency like
Medianet or others.
Also this transition is not costly since the website is already created and working properly.
It will take from 1 to 2 weeks to make this transition : (adding the catalogues, prices, payment
terminal…).

C - Cost of change :
This action could cost anywhere from 2.000 TND to 5.000 TND depending on the agency or the web
developer performing it.

D - Advantages and potential return on investment :

1. Increased Customer Reach
An online store will put our products and services right in the palms of clients hands on their phone or
tablet, no matter where in the world they are located.
Whenever someone needs something we sell, all they need to do is take out their smartphone or tablet,
browse through our store, and click to purchase. The online store will provide a new channel through
which we can reach an even bigger audience of potential customers. Even though our business has
been operational for some time, there are always new customers out there for us to serve.
2. No Time Restrictions
An ecommerce website is open 24/7, meaning there are no restrictions on when people can shop for
and purchase our products, whether it is the middle of the day or the middle of the night. This will
make us operational 24/7 with no extra costs of labor, electricity…
3. Low Start Up and Running Costs
As compared to a traditional bricks and mortar store, an online store can be set up for a fraction of the
cost.  When working with the right platform and partnering with good website developers, an
ecommerce shop can be smoothly set up in just weeks.
Once we’re up and running, many of the marketing and customer relationship functions can be
automated. This entire sales cycle for the new business will pass through pre-defined steps. A
customer can purchase products and have their getting paid for and processed immediately, be added
to lists for follow up communications, and be presented with custom offers that are customized to their
interests.
4. Run the Business from Anywhere
An online store gives us another unique advantage over most brick-and-mortar businesses; it can be
managed from any location in the world. 
As long as we have access the internet, the email, and maybe phone service, the managers can
administer the store from wherever they are:  be that in the office or even at home like we saw with the
covid19 crisis.
5. Measurement, reporting, and responding to opportunities
With an online store, we have a wealth of information about visitors to our shop:  what they’re buying,
what they’re not buying, what they are looking at, and more.
We’re able to diversify the most successful products and develop them into a broader range of
offerings – much in the same way that Amazon and other top online retailers have done. With the right
reporting tools attached to our website we can view the information on a weekly, daily, or even hourly
basis, allowing the company to constantly optimize its product and pricing offering for increased sales.
2 - Create a 360° online Showroom :
A - Analysis of the current situation :
Today, all of Hayson Deco’s clients need to physically go to our store in order to be able to fully
check a product.
This process, not only is time consuming, but also quite costly for clients from overseas for example
and is very inefficient and limits the company’s potential.
It also gives the competitors an advantage and almost eliminates a very large class of the consumers
(20 to 35 Years old).

B - Solution and suggested action :

The solution here is to create a 360° virtual showroom in which the clients can have a 360° view of all
the products.
They can check every single detail of product virtually and this could be accomplished via computer
or smartphone.
Clients can zoom in and out, flip and eventually see every angle and every detail in the product.
Examples :
Amazon’s 360° product Showroom:

Figure 8 : Amazon's 360° Product Showroom

The world’s biggest companies noted the importance of 360° showrooms so we noticed an increase in
the number of these online showrooms.
Going from Amazon to E-bay to Nike these companies quickly adapted themselves to this new
technique.
Other major companies (mainly in automotive industry) took a little more time to react but they ended
up by adding this feature like Renault, Volkswagen, Peugeot and even the biggest brands like
Mercedes and BMW.
Renault’s 360° showroom :
Figure 9 : Renault’s 360° Online Car Showroom

C - Cost of change :
This platform is developed by a website development agency.
We contacted a few and the prices ranged from 2.000 TND to 5.000 TND depending on the number of
features and option that will be included (color options, number of products.

D - Advantages and potential return on investment :

The introduction of this 360° virtual showroom will have many advantages on the company including:
A major effect on the company image :
This action will promote our company as a digitalized company and a company that follows the trends
in order to improve its customer service and fulfill its customers need.
Widening the client base :
This action will allow Hayson to target a new major group of consumers and a very important market
portion : Generation Y.
This generation uses the smartphone more than all the previous generations combined and is more
comfortable with e-commerce and Electronic payment and so, this action will boost the activity within
that age.
This will have a positive impact on the sales and thus, the company will make more profits.
Target international clients and Tunisian cities in which there are no stores :
This action will allow us to target clients from places where we don’t have physical selling points
(Gafsa , Gabes , Beja …). All this without spending extra amounts cash on rent/staff/electricity…
This will have a major impact on the company’s exports and sales both internally and internationally.

3 - Establish a new social media marketing strategy :

A – Analysis of the current situation :
The firm does not have a clear and traceable social media marketing strategy thus we cannot evaluate
its performance on the marketing level.
Also we cannot set clear SMART objectives for the marketing department.
B – Solution and Suggested action :
The solution to this is to hire an expert or buy services from a firm specialized in elaborating
marketing strategies. This will allow Hayson to have a clear vision and action plan to follow for the
next 5 years at least.
This plan should always be updated following the trends.
The plan will allow us to have a set of SMART objectives :

C – Cost of Change :
This will depend from one agency to another but in general it will cost from 1.000 TND to
10.000TND depending on the expertise, the depth of the analysis and the services offered.
In our cases we went to ask for the services of a consulting firm C2S which is a consulting and
strategy firm based in Tunis and got a price offer from them.

D – Advantages and potential return on investment :

This social media marketing strategy will have a large impact on the company. It will allow Hayson
Deco to reach many goals such as :
Increase brand awareness
Which translates into getting more people to know our brand.
This is a major goal to be reached since Hayson is not a very known brand in Tunisia despite its
excellent services and products.
Drive traffic to our website
Every part of this plan connects in a way, since like we said we will transform our website to an
active e-commerce website where customers can directly purchase online.
This way driving traffic to our website through the social media marketing plan will put more
customers directly in our e-commerce website, one click away from buying one of our products.
Grow revenue (by increasing sales)
This is a direct consequence and goal we are looking for permanently since this plan has to
optimize the company’s sales and performance.
And that could be done via our physical stores or on the e-commerce website or even through
social media selling.
Boost brand engagement
The social media marketing strategy is centered around content.
This content should be powerful and impacting enough that it pushes the users (mainly social
media users) to engage with it and even react.
Also using UGC (user generated content) and interactive content allows our followers to serve as
ambassadors and billboards.
So whether it is through a hashtag #HaysonDeco or posting a photo, encouraging customer
content is a very important move to boost the engagement rate.
Build a community around our business
This is a very important step since it will allow us to build a community of loyal customers and
brand admirers that will help us to boost our reach through their engagement on social media and
their support.
Provide social customer service
The customer will feel that service is closer to him which will create a sense of proximity by
making our customer service reachable at the click of computer of the smartphone.

The waiting time will be

considerably lower which will
boost the customer satisfaction
rates to record highs.
Remark : we should work on
minimizing the waiting times on
social media in order so satisfy
the customers and this graph
show why.

With such a low waiting time in

Figure 10 : Expected response times for customers addition to 0 transport costs, the
cost on the customer is
extremely low.
This will enable Hayson to have a considerably better customer service that will boost its image as
a modern company with an excellent customer service.
Increase mentions in the press
As the brand gets better and has a wider reach on social media by putting in place the social media
strategy, Hayson will start attracting the press and media (expl : collaboration with a TV show
(dari deco)) and thus the press and media will put the company on its radar for many reasons
(customer service, products, digital awareness) and we will start getting in the reviews and ratings
and even win prizes (best customer service)

Listen to conversations about our brand

The interactions on social media are a very important indicator on the health and performance of our
company.
A high number of positive comments on Facebook and Instagram is usually a good sign of good
customer service and the overall good quality of the products.
On the other hand negative comments, criticism and reviews should be taken seriously by the
management in order to improve and correct the mistakes.

4 - Go to INSTAGRAM :
A - Analysis of the current situation :
Today, Hayson Deco is absent on INSTAGRAM. It is not used and not included in the company’s
marketing plan. The company doesn’t even have an account.
This is quite a wrong approach since they are not using a very important marketing tool that is actually
free.
This mistake causes the company money, Since it allows the competitors to have an advantage thanks
to their presence on this platform where they are able to attract more clients.
B - Solution and suggested action :
The company should establish a very strong presence on INSTAGRAM by appointing a dedicated
Community Manager both for INSTAGRAM and FACEBOOK.
They should also add to that sponsoring the account and publications on sales periods and on special
offers.
Instagram allows Hayson to reach the exact audience by using its accurate targeting options :
 Location
Target people based in specific locations like states, provinces, cities or countries.
 Demographics
Narrow the audience based on information like age, gender and languages.
 Interests
Reach people based on interests like apps they use, ads they click and accounts they follow.
 Behaviors
Define the audience by activities they do on and off of Instagram and Facebook.
 Custom Audiences
Run ads to customers we already know based on their email addresses or phone numbers.
 Lookalike Audiences
Find new people who are similar to our existing customers.
 Automated Targeting
Create an audience who might be interested in our business using a variety of signals including
location, demographics and interests.
Therefor, Instagram will be a huge boost for our activity.

C - Cost of change :
The cost of change is close to 0 since creating an Instagram account is free.
Uploading content and products is also free.
Creating and manipulation an Instagram account is very easy and could be done by anyone so the
company can just appoint this task to the marketing department.
The only costs that could be spent on Instagram are costs related to ads and sponsored videos since
these are considered ads they are automatically counted in the marketing budget.
The cost of Instagram Ads can go from 1$/day to 1000$/day depending on the number, frequency and
type of ads.
Tunisian companies usually do not surpass 10.000 TND per year on sponsoring both on Instagram and
Facebook.

D - Advantages and potential return on investment :

This action is very crucial and important since Hayson will finally use a very important social platform
Some of the advantages include :
 Having more communication and advertisement channels :
Instagram Is one of the biggest social networks in the world with :
 More than 1 Billion active monthly users
 More than 500 Million daily active users
 More than 2 Million users in Tunisia in 2020.
Figure 11 : Tunisia's Instagram Audience Overview

It is considered one of the most powerful and influential marketing and advertising tool

Figure 12 : the most influencial social media platforms

Adding to that, the advantage that Instagram is mainly a free platform (except for sponsored ads)
which cost less than 1% compared to TV ads and are more effective with targeting the generation Z
clients.
5 – Implement SMSing campaigns to advertise :
A - Analysis of the current situation :
The company doesn’t use this advertisement technique which is proved to be very effective especially
to transform one time clients to frequent clients.
This technique needs a client database which is already possesses and uses only for book-keeping and
administrative purposes.

B - Solution and suggested action :

Frequent but not disturbing SMSing campaigns should be scheduled around the year in order to
promote new products, to promote the company image (wishing happy aid or Ramadan etc ...) These
SMSing campaigns are basically marketing and advertisement campaigns and enter in the company’s
marketing strategy.

According to e-marketer :
  9 out of 10 consumers prefer communications with businesses through text message, whether
through alerts, reminders, back and forth communication, etc.
 80% of people use SMS for business communications, finding it convenient, unobtrusive, and
fast with near-instant delivery of messages.
 More than 50% of consumers would prefer text messaging over phone calls for customer
support rather than phone calls..
 75% of customers would like special offers sent to them through text messages. Furthermore,
CTR for text messages is much higher (9.18%), compared to other marketing channels such as
Google Adwords (1.91%) and Facebook (0.90%).
 A third of Millennials prefer SMS messages for deliveries, promotions, and surveys.
 Among the channels preferred by consumers for receiving loyalty updates from brands, the
top spot went to SMS (48%). Other channels include email (22%), app notifications (20%),
and direct mail (8%).
 SMS is the preferred channel for consumers because opting in is easy. Furthermore, they don’t
have to download a brand’s app to receive notifications. Also, SMS is a more direct push
notification that won’t get lost in the inbox like email.
Opening and response rates :
 SMS marketing beats email marketing with a 98% open rate and only 1% spam.
 In contrast, email only has a 20% open rate but 49.7% spam.
 90% of SMS messages are read within 3 minutes of being received.
 It takes just 90 seconds for the average person to respond to a text message.
 While only 20% of people answer calls they don’t expect, texts are read in 5 seconds on
average.
 There is a 45% response rate for SMS messages compared to just 8% for email. Interaction is
also much higher, with a click-through rate of 36% for SMS and a mere 3.4% for email.
 Another source puts the response rate for email at just 6%. If SMS is at 45%, then that would
mean a staggering 750% response rate over email. In other words, when promos and offers are
sent via SMS, they are much likely to be opened, responded to, and lead to sales.

C - Cost of change :
This action is not costly on the company’s budget since it only costs 150 TND per 5000 SMS (0.03
TND/SMS)
This service gives HAYSON access to an SMSing plateform from which we can send thousands of
SMS in one click based only on a simple excel file containing client info (name, Phone number) and
writing (1) one sample template SMS and thus sending an unlimited number of SMS in under 30
seconds.
D - Advantages and potential return on investment :
 Increasing customer loyalty :
By using aid and Ramadan wishes for example, HAYSON’s clients will feel a more intimate relation
with the company.
This will allow it to get closer to its clients and thus transforming them from one time clients to
regular clients and even lawyer clients (clients that defend the brand).
 Promoting products and sales :
Some of the clients and especially generation X and older clients are not used to e-commerce and
prefer a more direct old school approach in sales.
These customers are targeted with these campaigns in order to inform them of new collections or
sales.
 Very low cost :
At 30 millimes / SMS this technique has a very high ROI and thus shows its efficiency and
effectiveness.
Conclusion :
Hayson is an excellent company when it comes to service and products quality.
Never the less, it is widely concentrated on corporate and major project and thus losing a very
important market.
Hayson Deco has all the tools to succeed and win a large market share thanks to its team of
experienced individuals and its excellent management team.
By implementing the recommendation mentioned in this document, Hayson will ensure a very good
margin between its image and the competitors, especially by wining the younger generation of buyers
20-35 who will most likely buy/rent their first house in the next 10-15 years making the company
profitable on the long term.
Being up to date with the technology and the trends can seem a bit costly in the beginning but it’s ROI
(return on investment) can easily cover all these expenses.
However, losing the trends and remaining in a static point can threaten the company’s survival on the
long term and the covid-19 crisis made it clear. All the company who where digitalized (jumia,
monresto, mytek…) or even partly digitalized were making profits even with the lockdown. The other
company (mainly with physical points of sales) were completely paralyzed by the lockdown and we
start to notice that a major part of them went bankrupt.
Going forward, sales and trade will be more and more attached to marketing and technology in a way
that they could become inseparable in the next few years.
 Bibliography
Mercator By Lendrevie-Lévy-Lindon, 8th edition, DUNOD
Textile & Clothing sector recovery plan (2019-2023) Sector Pact for Public Private Partnership
January 2019 (FTTH)

Webography
http://www.cepex.nat.tn
http://www.monastex.com
https://sproutsocial.com/insights/social-media-marketing-strategy/
https://blog.hootsuite.com/how-to-create-a-social-media-marketing-plan/
https://financesonline.com/3-ways-ecommerce-businesses-can-tap-instagrams-massive-audience/
https://financesonline.com/sms-marketing-statistics/