What is a decathlon definition. The world famous French company for the development, production and sale of sportswear, shoes, accessories, equipment and other high quality products with delivery throughout Russia

Decathlon
Activity	Retail
Year of foundation
Location
Products	clothing , Sports equipment , Sportswear
turnover	4,476 Mrd. € (2007)
Number of employees
Web site	www.decathlon.com

Company Decathlon(Decathlon) does sports retail, belongs to the group Oxylane and is owned by Auchan S.A. At the end of 2007, Decathlon had 405 stores worldwide, over half of them in France. It has 40 thousand employees, 35 thousand items of goods. Develops 3 types retail space: 4, 8 and 12 thousand square meters. The company's production is located in 16 countries of the world (63.6% - Asia, 33.7% - Europe).

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

Turnover Decathlon in 2007 - 4.476 billion euros (45.4% falls on France). In Russia it has 6 stores.

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Decathlon Dictionary of Russian synonyms. decathlon n., number of synonyms: 1 decathlon (2) ASIS Synonym Dictionary. V.N. Trishin ... Synonym dictionary

- (de), a, pl. No m. (… Dictionary of foreign words of the Russian language

decathlon- he decatl, but ... Russian spelling dictionary

decathlon- (2 m) ... Spelling Dictionary of the Russian Language

decathlon- (grch. deka, athlon natprevar) sports. in forestry athletics: the name for natprevaruvaњe in deset disciplines desetoboј ... Macedonian dictionary

K:Companies founded in 1976

History

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

Owners and management

The owners of the company are the Mullier family (they also control the Auchan network). President - Mathieu Leclerc ( Mathieu Leclercq), General Manager - Michel Aballea ( Michel Aballea) .

Activities in the World

For December, 2015 the company supervised about 1031 shops worldwide, from them 300 - in France. In addition to Decathlon, stores open under the name Koodza. The company's production for 2007 was located in 27 countries of the world (63.6% - Asia, 33.7% - Europe).

In 2014, the company had 64 thousand employees, as of December 2015, the number of employees worldwide is 70 thousand. Revenue for 2009 amounted to 5.44 billion euros, for 2015 the total turnover of the company 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, 40 Decathlon stores operate 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, Ryazan, Naberezhnye Chelny, Nizhny Novgorod, Saratov, Tver, Ufa, Kostroma, Bryansk, Orenburg, Yaroslavl, Vladimir). The interests of Decathlon in Russia are represented by her subsidiary Oktoblu 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 can order goods of interest to them with home delivery. Delivery commitments at the end of 2015 were assumed by a major transport company Hermes Russia

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

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

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

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An excerpt characterizing the Decathlon

“Well then, let’s go,” he agreed.
Romas was one of those rare then friends who were not afraid of my “antics” and were not surprised at anything that constantly happened to me. He just believed me. And so I never had to explain anything to him, which for me was a very rare and valuable exception. When we returned from the woods, I was shaking with chills, but I thought that, as usual, I just had a little cold and decided not to disturb my mother until something more serious happened. The next morning everything was gone, and I was very pleased that this fully confirmed my “version” about a cold. But, unfortunately, the joy was short-lived ...

In the morning, as usual, I went to breakfast. Before I had time to stretch out my hand to a cup of milk, the same heavy glass cup abruptly 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 next to each other jumped up and fell to the floor. To be honest, my hair moved… Not because I was scared. At that time, I was not afraid of almost anything, but it was something very “earthly” and concrete, it was nearby and I absolutely did not 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 want - for example, to have a cup in my hand. Of course, this did not happen, she again just moved sharply. But I rejoiced!!! All my insides just squealed with delight, because I already understood that it was sharp or not, but it happened just at the request of my thought! And it was absolutely amazing! Of course, I immediately wanted to try the “novelty” on all the living and non-living “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, my grandmother was humming something to herself, when suddenly a heavy cast-iron frying pan jumped like a bird on the stove and crashed to the floor with a terrible noise ... Grandmother jumped in surprise no worse than the same frying pan ... But, we must pay tribute to her, immediately pulled herself together and said:
- Stop!
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, we don’t seem to have ghosts yet,” Grandma said calmly.
I loved her very much for her equanimity and unshakable calmness. It seemed that nothing in this world could truly "unsettle her." Although, naturally, there were things that upset her, surprised or made her sad, but she perceived all this with amazing calmness. And so I always felt very comfortable and secure with her. Somehow, I suddenly felt that my last “trick” interested my grandmother ... I literally “felt in my gut” that she was watching me and waiting for something else. And of course, I did not keep myself waiting long... After a few seconds, all the "spoons and ladles" hanging over the stove flew down with a noisy roar behind the same pan...
- Well, well ... Breaking - not building, would have done something useful, - my grandmother said calmly.
I choked with indignation! Well, please tell me, how can she treat this "incredible event" so coolly?! After all, this is ... SUCH !!! I couldn’t even explain what it was, but I certainly knew that you couldn’t treat what was happening so calmly. Unfortunately, my indignation did not make the slightest impression on my grandmother, and she again calmly said:
Don't waste so much energy on something you can do with your hands. Better go read it.
My indignation knew no bounds! I could not understand why something that seemed so amazing to me did not cause her any delight?! Unfortunately, at that time I was still too small a child to understand that all these impressive “external effects” really do not give anything but 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, of course, 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 lived with us, a beautiful gray cat - Grishka. I found him sleeping sweetly on a 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 at the window. Nothing has happened. Then I concentrated and thought harder... Poor Grishka flew off the stove with a wild cry and crashed his head against the window sill... I felt so sorry for him and so ashamed that I, all around guilty, rushed to pick him up. But for some reason, the unfortunate cat's fur suddenly stood on end and, meowing loudly, rushed away from me, as if scalded by boiling water.
For me it was a shock. I did not understand what happened and why Grishka suddenly took a dislike to me, although before that we were very good friends. I chased him almost the whole day, but, unfortunately, I could not beg forgiveness for myself ... His strange behavior lasted four days, and then our adventure, most likely, was forgotten and everything was fine again. But this made me think, because I realized that, without wanting it myself, with the same unusual “abilities” I can sometimes harm someone.
After this incident, I became much more serious about everything that unexpectedly manifested in me and “experimented” much more carefully. All the following days, of course, I just fell ill with a “movement” mania. I mentally tried to move everything that caught my eye ... and in some cases, again, I got very deplorable results ...
So, for example, I watched in horror as the shelves of neatly folded, very expensive, daddy's books "organized" fell on 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 take them - you had to earn them. But, to my happiness, dad was not at home at that moment and, as they say, this time it “swept through” ...
Another very funny and at the same time sad incident happened to my father's aquarium. My father, as far as I can remember, was always very fond of fish and dreamed of one day building a large aquarium at home (which he later did). But at that moment, for lack of a better place, we just had a small round aquarium that could only hold a few colorful fish. And since even such a small “living corner” brought spiritual joy to dad, everyone in the house looked after him with pleasure, including me.
And so, on one “ill-fated” day, when I was just passing by, all occupied 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 trembled and, To my great dismay, it burst, spilling water around the room. The poor fish did not have time to come to their senses, as they were, with great appetite, eaten by our beloved cat, who suddenly, right from the sky, received such an unexpected pleasure ... I felt really sad, because in no way did I want to upset dad , and even more so, to interrupt someone's, even a very small, life.

Decathlon(Decathlon) is a French company that designs, manufactures and sells sports goods, clothing and footwear, founded in 1976.

Decathlon aims to provide beginners, amateurs and professionals with a full range of products for any sport, literally from "A" to "Z", at affordable prices. Only high quality materials innovative technologies and longevity have made the company recognized throughout the world. For almost 40 years Decathlon has been helping adults and children to be active and healthy lifestyle life. It is no coincidence that Decathlon says: happy people doing sports is our job!

Today, more than 800 Decathlon stores are open in 21 countries around the world.

"We want as much as possible more people wanted to go in for sports, and so that the pleasure of sports became available to everyone, ”says CEO Decathlon Russia Philippe Debray. The company has been present in Russia since 2006, since then 26 stores have been opened in 14 cities. Decathlon is actively developing and plans to open several more stores in 2015. Moreover, Decathlon Russia unites almost 1,600 employees who are passionate about sports. It is the people, according to Philippe Debre, who are the main wealth of the company, it is they who make sport accessible to everyone every day.

Today, more than 15 brands can be found in Decathlon stores, including Aptonia, Artengo, B’twin, Domyos, Fouganza, Geologic, GEonaute, Inesis, Kalenji, Kipsta, Oxelo, Quechua, Tribord, Wedze. All these brands are individual, as Decathlon pays special attention to the specifics of each sports direction. It's hard to imagine, but the network sells special goods for 65 sports: ketball, volleyball, handball, golf, wrestling, climbing, mountaineering, cycling, windsurfing, sailing, horse riding, figure skating, hiking, fishing and hunting.

Decathlon stores are able to fully satisfy the most diverse needs of professional and amateur athletes. The company manufactures and sells a wide range of sporting goods: inventory, footwear, clothing and accessories. Prices for the goods of the French manufacturer are in two categories - low-price and mid-price. The company stores have a delivery service, a credit department, a repair shop, a special discount system and other attractions that make a “personal” visit to Decathlon enjoyable and productive.

Bringing all sports under one roof, Decathlon prioritizes accessibility from the very beginning. Firstly, it is an affordable price with mandatory requirement to improve the quality of goods. Convenient stores, optimal logistics, efficient organization and the desire to reduce costs allow regular price reductions. Secondly, the availability to the buyer maximum number goods. A wide range is provided by Decathlon's own brands: Quechua, b "Twin, Kipsta, Tribord, etc. ..., as well as products from international manufacturers. And thirdly, the availability for buyers of many services that promote sports: workshops perform repairs bicycles, offer lubrication of skis, sharpening of skates, printing on the shape, in addition, you can take advantage of the customer card, credit, 2-year product warranty.

Material provided by the agency Sybarite Group

K:Companies founded in 1976

History

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

Owners and management

The owners of the company are the Mullier family (they also control the Auchan network). President - Mathieu Leclerc ( Mathieu Leclercq), General Manager - Michel Aballea ( Michel Aballea) .

Activities in the World

For December, 2015 the company supervised about 1031 shops worldwide, from them 300 - in France. In addition to Decathlon, stores open under the name Koodza. The company's production for 2007 was located in 27 countries of the world (63.6% - Asia, 33.7% - Europe).

In 2014, the company had 64 thousand employees, as of December 2015, the number of employees worldwide is 70 thousand. Revenue for 2009 amounted to 5.44 billion euros, for 2015 the total turnover of the company 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, Ryazan, Naberezhnye Chelny, Nizhny Novgorod, Saratov, Tver, Ufa, Kostroma, Bryansk, Orenburg, Yaroslavl, Vladimir). Decathlon's interests in Russia are represented by its subsidiary Oktoblu 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 can order goods of interest to them with home delivery. Delivery obligations at the end of 2015 were undertaken by the large transport company Hermes Russia

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

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

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

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• (English)

An excerpt characterizing the Decathlon

“I already told you, daddy,” the son said, “that if you don’t want to let me go, I’ll stay. But I know I'm no good for anything but the military; I’m not a diplomat, I’m not an official, I don’t know how to hide what I feel, ”he said, looking all the time with the coquetry of beautiful youth at Sonya and the guest young lady.
The kitty, glaring at him with her eyes, seemed every second ready to play and show all her feline nature.
- Well, well, well! - said the old count, - everything is getting excited. All Bonaparte turned everyone's head; everyone thinks how he got from lieutenant to emperor. Well, God forbid,' he added, not noticing the guest's mocking smile.
The big ones started talking about Bonaparte. Julie, daughter of Karagina, turned to the young Rostov:
- What a pity that you were not at the Arkharovs on Thursday. I was bored without you,” she said, smiling gently at him.
The flattered young man with the coquettish smile of youth moved closer to her and entered into a separate conversation with the smiling Julie, not noticing at all that this involuntary smile of his with a knife of jealousy cut the heart of Sonya, who was blushing and pretending to smile. In the middle of the conversation, he looked back at her. Sonya looked at him passionately and vexedly, and, barely able to keep the tears in her eyes and a feigned smile on her lips, got up and left the room. All of Nikolai's animation was gone. He waited for the first break in the conversation and, with a distressed face, went out of the room to look for Sonya.
- How the secrets of all this youth are sewn with white thread! - said Anna Mikhailovna, pointing to the exit of Nikolai. - Cousinage dangereux voisinage, [Disaster business - cousins,] - she added.
“Yes,” said the countess, after the ray of sunshine that had entered the living room with this young generation had disappeared, and as if answering a question that no one asked her, but which constantly occupied her. - How much suffering, how much anxiety endured in order to now rejoice in them! And now, really, more fear than joy. Everything is afraid, everything is afraid! It is the age at which there are so many dangers for both girls and boys.
“It all depends on upbringing,” said the guest.
“Yes, you are right,” continued the Countess. “Until now, thank God, I have been a friend of my children and enjoy their full confidence,” the countess said, repeating the error of many parents who believe that their children have no secrets from them. - I know that I will always be the first confidente [attorney] of my daughters, and that Nikolenka, in her ardent character, if she is naughty (the boy cannot do without it), then everything is not like these St. Petersburg gentlemen.
“Yes, nice, nice guys,” the count confirmed, always resolving questions that were confusing for him by finding everything glorious. - Look, I wanted to be a hussars! Yes, that's what you want, ma chere!
“What a lovely creature your little one is,” said the guest. - Gunpowder!
“Yes, gunpowder,” said the count. - She went to me! And what a voice: even though my daughter, but I'll tell the truth, there will be a singer, Salomoni is different. We took an Italian to teach her.
- Is not it too early? They say it is harmful for the voice to study at this time.
- Oh, no, how early! the count said. - How did our mothers get married at twelve thirteen?
“She is in love with Boris even now!” What? said the countess, smiling softly, looking at Boris's mother, and, apparently answering the thought that always occupied her, she continued. - Well, you see, if I held her strictly, I forbid her ... God knows what they would do on the sly (the countess understood: they would kiss), and now I know her every word. She herself will come running in the evening and tell me everything. Maybe I spoil her; but, really, it seems to be better. I kept my elder strictly.
“Yes, I was brought up in a completely different way,” said the eldest, beautiful Countess Vera, smiling.
But a smile did not adorn Vera's face, as is usually the case; on the contrary, her face became unnatural and therefore unpleasant.
The eldest, Vera, was good, she was not stupid, she studied well, she was well brought up, her voice was pleasant, what she said was fair and appropriate; but, strange to say, everyone, both the guest and the countess, looked back at her, as if surprised why she had said this, and felt awkward.
“They are always wise with older children, they want to do something extraordinary,” said the guest.
- What a sin to conceal, ma chere! The countess was wiser with Vera, said the count. - Well, yes, well! all the same, she came out glorious,” he added, winking approvingly at Vera.
The guests got up and left, promising to arrive at dinner.
- What a manner! Already sitting, sitting! - said the countess, seeing off the guests.

When Natasha came out of the living room and ran, she only ran as far as the flower shop. In this room she stopped, 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 right away, when not quiet, not quick, decent steps of a young man were heard.
Natasha quickly rushed between the tubs of flowers and hid.
Boris stopped in the middle of the room, looked around, brushed a speck off the sleeve of his uniform with his hand, and went up to the mirror, examining his Beautiful face. Natasha, hushed, peered out of her ambush, waiting for what he would do. He stood for some time in front of the mirror, smiled and went to the exit door. Natasha wanted to call him, but then changed her mind. Let him search, she told herself. As soon as Boris left, a flushed Sonya came out of another door, whispering something angrily through her tears. Natasha refrained from her first movement 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 drawing-room door. Nicholas came out of the door.
– Sonya! What happened to you? Is it possible? Nikolay said, running up to her.
“Nothing, nothing, leave me!” Sonya sobbed.
- No, I know what.
- Well, you know, and fine, and go to her.
- Sooonya! One word! Is it possible to torment me and yourself like that because of fantasy? Nikolai said, taking her by the hand.
Sonya did not tear her hand away from him and stopped crying.
Natasha, without moving or breathing, looked 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, sorry, Sonya! He pulled her towards him and kissed her.
"Oh, how good!" Natasha thought, 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 sly air. “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 had been hidden. Boris, smiling, followed her.
What is this one thing? - he asked.
She was embarrassed, looked around her and, seeing her doll thrown on a tub, took it in her hands.
“Kiss the doll,” she said.
Boris looked into her lively face with an attentive, affectionate look and did not answer.
- You do not want? Well, then come here, - she said and went deeper into the flowers and threw the doll. - Closer, closer! she whispered. She caught the officer by the cuffs with her hands, and solemnity and fear were visible in her reddened face.

Decathlon opened its first chain store about 25 years ago. In 2000, she ranked fifth in the world among retail chains sports goods company with a turnover of about 2.5 billion dollars - after Intersport, Wal-Mart, Venator (Foot Locker and Champs) and Sport 2000. Its concept is to present all major sports (about 70) in a single sports hypermarket. kete (from 5,000 to 10,000 sq. m.), which can accommodate up to 35,000 items. Decathlon's mission is to make sport a great pleasure for the general public. To do this, the store strives to provide the best choice goods 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 the brand of the store - 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 products. Little by little, sales of Decathlon-branded merchandise rose from 23% in 1987 to 52% in 2000. One of the reasons for this success is that Decathlon branded products (14 in 2000) largest manufacturers sporting goods in the world) became very quickly perceived not as typical cheap discount store goods, but as products that differ the best ratio value / manufacturability / market price. This creates high satisfaction among consumers and the desire to buy the brand again. This situation is not surprising: there are about 100 product managers like Decathlon in the world. They determine how a product is created or improved. In order to reduce production costs, Decathlon purchases raw materials, production plans and finds from the producers - all this taking into account the price of the target production. In addition to prices, Decathlon offers a huge selection of products and a friendly atmosphere, which is mainly created by the youth, experience and good service of the sales staff. The 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 equipment”, although there is a cheaper product on the market, this assortment must correspond to the declared category, and, being the cheapest, meet the 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 merchandise. In Europe, Decathlon is Nike's largest customer, accounting for about 20% of the company's sales. In turn, Nike provides only 7% of Decathlon's sales. Decathlon's goal was to grow to 500 stores worldwide by 2005. The company is now building a foothold in the US by acquiring a chain of discount stores around Boston, enabling Decathlon to test its concept and process in competitive environment USA. Based on the results, the company closed all of its stores located in bad locations (their performance was unsatisfactory) and kept the best ones - this allowed to test the strength of the brand and business model in the USA. In 2000, however, the Decathlon ran a red traffic light. For the first time since the company's founding, a number of consumers have said they will visit Decathlon stores when their next sports purchase becomes less meaningful. Decathlon, being a company that reacts quickly to any change, analyzed the reasons for this cooling and came to the conclusion that the main reason lies in the feeling of lack of choice. When commercial network begins to dominate the country, the single store brand strategy creates a sense of lack of freedom among consumers, that is, mass choice: each of them was forced to buy the same brand as the rest of the buyers. To resolve this situation, of course, it was not worth increasing the number of international brands - because of the not very good quality / price ratio. Instead, Decathlon changed the branding model that had enabled the company to grow successfully for 25 years. It was decided to form a portfolio of seven retail brands, which they called "passion brands" (passion brand) to distinguish them from classic retail brands, which are actually 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 major brands could inspire a passion for sports among mass consumers. In addition, if all these brands were presented as exclusively high-end brands, then there would be problems in naming the low-end range. And if the Decathlon name were used only for low-end products, it would jeopardize the capital associated with the name. Instead, it was decided that each passion brand would launch a "start-price" line of environmental and technology products. So, what are the implications of changing the Decathlon branding model for the business and the organization as a whole? First, it was supposed to introduce a single policy in all stores of the network, even if they are located in different countries of the world. As a result, new Decathlon stores were opening in new countries with seven long-awaited brands. Thus, Decathlon offered a new experience, in contrast to the domestic market of these countries, where the synergy between the name of the store and the brand sold by it was the same, which was the same. For Decathlon to achieve one of its chosen goals (to reduce the impression of scarcity of choice and mass production), the craving brand needed to appear independent. The Decathlon name itself was no longer displayed on the merchandise, it was hidden inside, on the label. Second, if new brands were to become real brands that evoke emotion and even passion, they needed to get closer to the influencers in every sport by working in close creative contact. And all this had a radical effect on the type of organization created in Decathlon 25 years ago. Up until this point, Decathlon had been highly centralized, with its store brand managed from its head office. Now, if the Quechua brand became a leader in winter sports, for example, it was necessary to move to the mountains - in this case, to the Alps - with all the 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 could test ideas, concepts and products. The same methodology has been applied to Tribord, the nautical sports brand, and other craving brands. From the head office, only cycling goods were now managed (the name of the store was retained only for this sport, whose technological and popular products became very symbolic of Decathlon's values ​​and positioning). This has become a real challenge for the business model. And Decathlon was not afraid of it!