Story

The company traces its history to the opening of a Decathlon store near Lille in 1976. In 1986, the company entered the German market, in 1992 - into the Spanish market, and in 1999 - into the British market. In 1999, it entered the US market by acquiring the MVP Sports chain, which included 20 stores (it was rebranded under the Decathlon USA brand), but in 2006 it announced its exit from the American market and did not conduct operations there in 2010.

Owners and management

The owners of the company are the Mulier family (they also control the Auchan network). President - Mathieu Leclerc ( Mathieu Leclercq), Chief Executive Officer - Michel Aballea ( Michel Aballea) .

Activities in the World

As of December 2015, the company controlled about 1,031 stores worldwide, of which 300 were in France. In addition to Decathlon, stores are opening under the name Koodza. The company's production in 2007 was located in 27 countries (63.6% - Asia, 33.7% - Europe).

As of 2014, the company had 64 thousand employees; as of December 2015, the number of employees worldwide was 70 thousand. Revenue for 2009 amounted to 5.44 billion euros; in 2015, the company's total turnover amounted to 9.1 billion euros.

Activities in Russia

The company's first store in Russia opened in 2006 in Moscow. As of February 2016, there are 40 stores under the Decathlon brand in the country (twelve in Moscow, three each in St. Petersburg and Krasnodar, two each in Kazan and Samara, one each in Volgograd, Voronezh, Yekaterinburg, Perm, Ivanovo, Rostov-on-Don). on Don, Ryazan, Naberezhnye Chelny, Nizhny Novgorod, Saratov, Tver, Ufa, Kostroma, Bryansk, Orenburg, Yaroslavl, Vladimir). Decathlon's interests in Russia are represented by its subsidiary Octoblu LLC (its revenue in 2008 amounted to 1.29 billion rubles, net profit - 49.7 million rubles).

At the moment, the development of the official online store Decathlon.ru continues, in which customers will be able to order products they are interested in with home delivery. The large transport company Hermes Russia assumed delivery obligations at the end of 2015.

It has become known about the possible start of production of shoes for the French company Decathlon under its Quechua brand; production could begin before the end of 2015. These are shoes for outdoor activities and sports, and not for professional sports. Decathlon already has experience in producing goods in the CIS countries. For example, shoe uppers are produced in Ukraine, and skis and ski boots are produced in Yaroslavl.

In March 2016, JLL, a company providing environmental certification services, certified 2 Decathlon stores to the BREEAM environmental standard. As a result of certification, lighting in hypermarkets has become more energy efficient, and a “Building User Guide” has been developed for employees and visitors of retail outlets. It describes the systems of facilities that provide users with a comfortable stay inside. Stores from Tver and Naberezhnye Chelny received certification.

The company is the title sponsor of the Dynamo-Bryansk football team

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Excerpt describing Decathlon

In the morning, as usual, I went to have breakfast. Before I had time to reach out to the cup of milk, the same heavy glass cup suddenly moved in my direction, spilling some of the milk on the table... I felt a little uneasy. I tried again - the cup moved again. Then I thought about bread... Two pieces lying nearby jumped up and fell to the floor. To be honest, my hair started to stand up... Not because I was scared. I wasn’t afraid of almost anything at that time, but it was something very “earthly” and concrete, it was nearby and I absolutely didn’t know how to control it...
I tried to calm down, took a deep breath and tried again. Only this time I didn’t try to touch anything, but decided to just think about what I wanted - for example, for the cup to be in my hand. Of course, this did not happen, she again just simply moved sharply. But I was jubilant!!! My whole insides simply squealed with delight, because I already realized that sharply or not, this was only happening at the request of my thoughts! And it was absolutely amazing! Of course, I immediately wanted to try the “new product” on all the living and inanimate “objects” around me...
The first one I came across was my grandmother, who at that moment was calmly preparing her next culinary “work” in the kitchen. It was very quiet, the grandmother was humming something to herself, when suddenly a heavy cast-iron frying pan jumped up like a bird on the stove and crashed onto the floor with a terrible noise... The grandmother jumped up in surprise no worse than the same frying pan... But, we must give her her due, right away pulled herself together and said:
- Stop doing that!
I felt a little offended, because no matter what happened, out of habit, they always blamed me for everything (although at the moment this, of course, was the absolute truth).
- Why do you think it’s me? – I asked pouting.
“Well, it seems like we don’t have ghosts yet,” the grandmother said calmly.
I loved her very much for her equanimity and unshakable calm. It seemed that nothing in this world could truly “unsettle” her. Although, naturally, there were things that upset her, surprised her, or made her sad, she perceived all this with amazing calm. And that’s why I always felt very comfortable and protected with her. Somehow, I suddenly felt that my last “prank” interested my grandmother... I literally “felt in my gut” that she was watching me and waiting for something else. Well, naturally, I didn’t keep myself waiting long... A few seconds later, all the “spoons and ladle” hanging over the stove flew down with a noisy roar behind the same frying pan...
“Well, well... Breaking is not building, I would do something useful,” the grandmother said calmly.
I was already choked with indignation! Well, please tell me, how can she treat this “incredible event” so calmly?! After all, this is... SUCH!!! I couldn’t even explain what it was, but I certainly knew that I couldn’t take what was happening so calmly. Unfortunately, my indignation did not make the slightest impression on my grandmother and she again calmly said:
“You shouldn’t spend so much effort on something you can do with your hands.” Better go read it.
My outrage knew no bounds! I couldn’t understand why what seemed so amazing to me didn’t cause any delight in her?! Unfortunately, I was still too young a child to understand that all these impressive “external effects” really do not give anything other than the same “external effects”... And the essence of all this is just intoxication with the “mysticism of the inexplicable” gullible and impressionable people, which my grandmother, naturally, was not... But since I had not yet matured to such an understanding, at that moment I was only incredibly interested in what else I could move. Therefore, without regret, I left my grandmother, who “did not understand” me, and moved on in search of a new object of my “experiments”...
At that time, my father’s favorite, a beautiful gray cat, Grishka, lived with us. I found him sleeping soundly on the warm stove and decided that this was just a very good moment to try my new “art” on him. I thought it would be better if he sat on the window. Nothing happened. Then I concentrated and thought harder... Poor Grishka flew off the stove with a wild cry and crashed his head on the windowsill... I felt so sorry for him and so ashamed that I, all around guilty, rushed to pick him up. But for some reason all the fur of the unfortunate cat suddenly stood on end and he, meowing loudly, rushed away from me, as if scalded by boiling water.
It was a shock for me. I didn’t understand what happened and why Grishka suddenly disliked me, although before that we were very good friends. I chased him almost all day, but, unfortunately, I was never able to beg for forgiveness... His strange behavior lasted for four days, and then our adventure was most likely forgotten and everything was fine again. But it made me think, because I realized that, without wanting it, with the same unusual “abilities” I can sometimes cause harm to someone.
After this incident, I began to take much more seriously everything that unexpectedly manifested itself in me and “experimented” much more carefully. All the following days, naturally, I simply fell ill with the mania of “movement.” I mentally tried to move everything that caught my eye... and in some cases, again, I got very disastrous results...
So, for example, I watched in horror as shelves of neatly folded, very expensive, dad’s books fell “organized” onto the floor and with shaking hands I tried to put everything back in place as quickly as possible, since books were a “sacred” object in our house and Before you took them, you had to earn them. But, fortunately for me, my dad wasn’t at home at that moment and, as they say, this time it “blown away”...
Another very funny and at the same time sad incident happened with my dad’s aquarium. My father, as long as I remember him, was always very fond of fish and dreamed of one day building a large aquarium at home (which he later realized). But at that moment, for lack of anything better, we simply had a small round aquarium that could only hold a few colorful fish. And since even such a small “living corner” brought dad spiritual joy, everyone in the house looked after it with pleasure, including me.
And so, one “unfortunate” day, when I was just passing by, all busy with my “moving” thoughts, I accidentally looked at the fish and regretted that they, poor things, had so little space to live freely... The aquarium suddenly shook and, to my great horror, it burst, spilling water throughout the room. Before the poor fish had time to come to their senses, they were eaten with great appetite by our beloved cat, who suddenly, right from the sky, received such an unexpected pleasure... I felt really sad, because I in no way wanted to upset my dad , and even more so, to interrupt someone’s life, even a very small one.

Story

The company traces its history to the opening of a Decathlon store near Lille in 1976. In 1986, the company entered the German market, in 1992 - into the Spanish market, and in 1999 - into the British market. In 1999, it entered the US market by acquiring the MVP Sports chain, which included 20 stores (it was rebranded under the Decathlon USA brand), but in 2006 it announced its exit from the American market and did not conduct operations there in 2010.

Owners and management

The owners of the company are the Mulier family (they also control the Auchan network). President - Mathieu Leclerc ( Mathieu Leclercq), Chief Executive Officer - Michel Aballea ( Michel Aballea) .

Activities in the World

As of December 2015, the company controlled about 1,031 stores worldwide, of which 300 were in France. In addition to Decathlon, stores are opening under the name Koodza. The company's production in 2007 was located in 27 countries (63.6% - Asia, 33.7% - Europe).

As of 2014, the company had 64 thousand employees; as of December 2015, the number of employees worldwide was 70 thousand. Revenue for 2009 amounted to 5.44 billion euros; in 2015, the company's total turnover amounted to 9.1 billion euros.

Activities in Russia

The company's first store in Russia opened in 2006 in Moscow. As of February 2016, there are 40 stores under the Decathlon brand in the country (twelve in Moscow, three each in St. Petersburg and Krasnodar, two each in Kazan and Samara, one each in Volgograd, Voronezh, Yekaterinburg, Perm, Ivanovo, Rostov-on-Don). on Don, Ryazan, Naberezhnye Chelny, Nizhny Novgorod, Saratov, Tver, Ufa, Kostroma, Bryansk, Orenburg, Yaroslavl, Vladimir). Decathlon's interests in Russia are represented by its subsidiary Octoblu LLC (its revenue in 2008 amounted to 1.29 billion rubles, net profit - 49.7 million rubles).

At the moment, the development of the official online store Decathlon.ru continues, in which customers will be able to order products they are interested in with home delivery. The large transport company Hermes Russia assumed delivery obligations at the end of 2015.

It has become known about the possible start of production of shoes for the French company Decathlon under its Quechua brand; production could begin before the end of 2015. These are shoes for outdoor activities and sports, and not for professional sports. Decathlon already has experience in producing goods in the CIS countries. For example, shoe uppers are produced in Ukraine, and skis and ski boots are produced in Yaroslavl.

In March 2016, JLL, a company providing environmental certification services, certified 2 Decathlon stores to the BREEAM environmental standard. As a result of certification, lighting in hypermarkets has become more energy efficient, and a “Building User Guide” has been developed for employees and visitors of retail outlets. It describes the systems of facilities that provide users with a comfortable stay inside. Stores from Tver and Naberezhnye Chelny received certification.

The company is the title sponsor of the Dynamo-Bryansk football team

Write a review about the article "Decathlon"

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• (English)

Excerpt describing Decathlon

When Natasha left the living room and ran, she only reached the flower shop. She stopped in this room, listening to the conversation in the living room and waiting for Boris to come out. She was already beginning to get impatient and, stamping her foot, was about to cry because he was not walking now, when she heard the quiet, not fast, decent steps of a young man.
Natasha quickly rushed between the flower pots and hid.
Boris stopped in the middle of the room, looked around, brushed specks from his uniform sleeve with his hand and walked up to the mirror, examining his handsome face. Natasha, having become quiet, looked out from her ambush, waiting for what he would do. He stood in front of the mirror for a while, smiled and went to the exit door. Natasha wanted to call out to him, but then changed her mind. “Let him search,” she told herself. Boris had just left when a flushed Sonya emerged from another door, whispering something angrily through her tears. Natasha restrained herself from her first move to run out to her and remained in her ambush, as if under an invisible cap, looking out for what was happening in the world. She experienced a special new pleasure. Sonya whispered something and looked back at the living room door. Nikolai came out of the door.
- Sonya! What happened to you? Is this possible? - Nikolai said, running up to her.
- Nothing, nothing, leave me! – Sonya began to sob.
- No, I know what.
- Well, you know, that’s great, and go to her.
- Sooo! One word! Is it possible to torture me and yourself like this because of a fantasy? - Nikolai said, taking her hand.
Sonya did not pull his hands away and stopped crying.
Natasha, without moving or breathing, looked out from her ambush with shining heads. "What will happen now"? she thought.
- Sonya! I don't need the whole world! “You alone are everything to me,” Nikolai said. - I'll prove it to you.
“I don’t like it when you talk like that.”
- Well, I won’t, I’m sorry, Sonya! “He pulled her towards him and kissed her.
“Oh, how good!” thought Natasha, and when Sonya and Nikolai left the room, she followed them and called Boris to her.
“Boris, come here,” she said with a significant and cunning look. – I need to tell you one thing. Here, here,” she said and led him into the flower shop to the place between the tubs where she was hidden. Boris, smiling, followed her.
– What is this one thing? - he asked.
She was embarrassed, looked around her and, seeing her doll abandoned on the tub, took it in her hands.
“Kiss the doll,” she said.
Boris looked into her lively face with an attentive, affectionate gaze and did not answer.
- You do not want? Well, come here,” she said and went deeper into the flowers and threw the doll. - Closer, closer! - she whispered. She caught the officer's cuffs with her hands, and solemnity and fear were visible in her reddened face.

Decathlon opened its first store in the chain about 25 years ago. In 2000, it was the world's fifth-largest sporting goods retailer, with sales of approximately $2.5 billion, behind Intersport, Wal-Mart, Venator (Foot Locker and Champs) and Sport 2000. Its vision is to represent everything. main sports (about 70) in a single sports hypermarket (area from 5,000 to 10,000 sq. m), which can accommodate up to 35,000 items. Decathlon's mission is to make sport more fun for the general public. To achieve this, the store strives to provide the best selection of products with the best quality/price ratio on the market. To achieve this goal, a discount store with its own brand is needed. It quickly became clear that a store brand is the only way to enter a market that expects an adequate quality/price ratio, and the most famous sports brands cannot provide this, since their price is largely based on intangible values, marketing, and not on the technical values ​​of goods. Little by little, sales of Decathlon branded products increased from 23% in 1987 to 52% in 2000. One of the reasons for this success is that products produced under the Decathlon brand (in 2000, the 14 largest manufacturers of sporting goods in the world) quickly began to be perceived not as the typical cheap goods from a discount store, but as products that offered the best value. value/manufacturability/price on the market. This creates high consumer satisfaction and a desire to buy the brand again. This situation is not surprising: there are about 100 product managers like Decathlon in the world. They are the ones who determine how to create or improve a product. To reduce production costs, Decathlon purchases raw materials, draws up production plans and sources manufacturers - all while taking into account the cost of the target production. In addition to prices, the Decathlon chain offers a huge selection of products and a friendly atmosphere, which is mainly created due to the youth, experience and good service of the sales staff. After-sales service is also excellent: goods can be exchanged without any conditions. In addition to the chain brand, there is a limited range of discounted products, the so-called “best price on equipment”, although there are cheaper products on the market, this range must correspond to the declared category, and, being the cheapest, meet Decathlon standards. Even very cheap products must meet technological requirements. This is how Decathlon differentiates itself from other stores that offer significant discounts on their products. In Europe, Decathlon is Nike's largest customer, accounting for about 20% of the company's sales. Nike, in turn, accounts for only 7% of Decathlon's sales. Decathlon's goal was to increase its network to 500 stores worldwide by 2005. The company is now establishing a foothold in the United States by acquiring a chain of discount stores around Boston, allowing Decathlon to test its concept and process in a competitive US environment. Based on its performance, the company closed all of its stores in poor locations (they were performing poorly) and retained the best ones - this allowed them to test the strength of the brand and business model in the United States. In 2000, however, a red traffic light appeared in Decathlon's path. For the first time since the company was founded, a number of consumers said they would visit Decathlon stores when their next sporting goods purchase became less of an issue. Decathlon, being a company that responds quickly to change, analyzed the reasons for this cooling and concluded that the main reason lies in the feeling of a lack of choice. When a retail chain begins to dominate a country, the single store brand strategy creates a feeling of lack of freedom among consumers, that is, a mass choice: each of them was forced to purchase the same brand as the rest of the customers. To resolve this situation, of course, it was not worth increasing the number of international brands - due to the not very good quality/price ratio. Instead, Decathlon changed the branding model that had allowed the company to grow successfully for 25 years. It was decided to form a portfolio of seven retail brands, which were called “passion brands” to distinguish them from the classic retail brands, which are essentially just a name. Initially, 15 such passionate brands were planned. However, we had to concentrate on seven so as not to violate the provisions of the Decathlon mission. Only a few big brands could create a passion for sports among mass consumers. In addition, if all these brands were presented as exclusively high-end brands, then problems would arise in naming the low-price range. And if the Decathlon name were used only for low-price products, it would jeopardize the capital associated with the name. In exchange, it was decided that each passion brand would produce a product line of environmentally and technologically advanced products at an “entry price.” So, what are the implications for the business and organization as a whole of changing Decathlon's branding model? Firstly, it was planned to introduce a uniform policy in all stores of the chain, even if they are located in different countries of the world. As a result, new Decathlon stores opened in new countries with seven craving brands. Thus, Decathlon offered a new experience, in contrast to the domestic market of these countries, where the maximum degree of synergy was achieved between the name of the store and the brand it sold, which were one and the same. For Decathlon to achieve one of its chosen goals (to reduce the impression of lack of choice and mass production), the brand of passion had to appear independent. The Decathlon name itself was no longer displayed on the products, but was hidden inside, on a label. Secondly, if the new brands wanted to become real brands that evoke emotions and even passions, they needed to become closer to the opinion leaders in each sport, working in close creative contact. And all this had a radical impact on the type of organization created at Decathlon 25 years ago. Until this point, Decathlon had been highly centralized, with its store brand managed from its head office. Now, if the Quechua brand became a leading winter sports brand, it was necessary, for example, to move to the mountains - in this case to the Alps - with the entire staff involved in the brand: marketing department employees, sales managers, designers, etc., so that they, working directly with professionals and amateurs of this sport, they were able to test ideas, concepts and products. The same methodology was applied to Tribord, a marine sports brand, as well as the rest of the craving brands. The head office now managed only cycling products (the store name was retained only for this sport, whose technologically advanced and popular products became highly symbolic of Decathlon's values ​​and positioning). This presented a real challenge to the business model. And Decathlon was not afraid of this!

Company Decathlon(Decathlon) is engaged in sports retail trade, part of the group Oxylane and belongs to Auchan S.A. At the end of 2007, Decathlon had 405 stores worldwide, more than half of them in France. Has 40 thousand employees, 35 thousand types of goods. It develops 3 types of retail space: 4, 8 and 12 thousand sq. m. The company's production is located in 16 countries (63.6% - Asia, 33.7% - Europe).

Own brands: Artengo (tennis), B’twin (cycling), Quechua (hiking equipment), Tribord (water sports), Fouganza (equestrian sports), etc. Every year, 413 million units of goods are supplied to the chain’s stores. The company's first store in Russia opened in 2006 in Moscow.

Decathlon's turnover in 2007 was 4.476 billion euros (45.4% in France). It has 6 stores in Russia.

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